Corner Booth Podcast

As a child, Sarah Johnston, founder of Houston’s Fat Cat Creamery, hand-cranked creative homemade ice creams for family and friends. Following a career as a commercial real estate marketer, she leased space in a neighborhood strip mall to turn her childhood love of craft ice cream into a successful business. Fat Cat Creamery offers quality uniquely flavored frozen desserts and baked goods. “I started working with alcoholic beverages in some of my ice cream creations and it soon became my specialty,” says Sarah. “Waterloo Strawberry and Cream” made with gin and “Milk Chocolate Stout” with beer are among the concept’s signature products. Add handmade waffle cones, fresh-baked cookies, brownies, and old-fashioned sodas to complete the menu. Sarah shares how monthly “flavor meetings” promote creativity and staff engagement. She also explains how seasonal tastings for customers helped build the business’s loyal following. From a single retail location, Fat Cat Creamery has grown to distribute its wares via wholesale distribution and an airport kiosk location.

Garrett Reed, CEO of Layne's Chicken Fingers, said he fell in love with the Texas-headquartered concept as a student at Texas A&M University. The original College Station, Texas unit began operations in 1994. In 2015, Garrett approached the concept's owner to express his interest in expanding the brand. He became the concept's owner two years later. In this episode, Garrett tells how he leveraged his passion for the company's products and his respect for its culture with standardization of operations and franchising. He also explains how he converted second-generation restaurant locations into Layne's Chicken Finger units as an effective expansion tactic. Listen and learn how Garrett selects franchisees and manages the fast-paced growth of Layne's Chicken Fingers. The brand continues to emerge in the Lone Star State, with its reach including Pennsylvania, West Virginia, Wisconsin, and units soon to open in the District of Columbia and Virginia. The company projects it will be operating 14 units by the end of 2024.

Chef Emeka Onugha’s passion for healthy food predated his meeting with real estate developer Adenah Bayoh when they launched Brick City Vegan in 2021. “From inception, our approach wasn’t to simply present an imitation of meat, but to create new flavors and textures in popular menu items,” says Emeka of his Montclair, New Jersey counter-service concept. Montclair is proximate to Newark, which is known as the “Brick City” for its beautiful brickwork architecture. Emeka’s eponymous concept offers vegan burgers, bowls, sandwiches, and salads for lunch and dinner seven days a week. “We have established our brand around the popularity of three creative offerings," says Emeka. “The “Black-Eyed Pea”, “Sweet Potato, and “Chickpea” burgers have become our signature items.” Emeka’s expansion plans for Brick City Vegan include a second New Jersey location, a unit in Brooklyn NY, and the addition of a breakfast day part. In this episode, he discusses: Promoting a vegan menu to non-vegans. Managing margins with relatively expensive local organic ingredients. His strategy to bring the signature burger patties to retail.

Kelli Ferrell's dream of a small, limited-menu restaurant serving her favorite Southern dishes started with a vision board, a collage of images that represent and help manifest one’s goals. Eight years later, she purchased a shuttered burger restaurant in her neighborhood and created Nana's Chicken-N-Waffles. “I had no restaurant experience, but I was driven by my passion to serve people, my love for good food, and my marketing ability," says Kelli. Nana's Chicken-N-Waffles became a popular Atlanta breakfast, brunch, and lunch concept. Kelli is active in the community, has authored a cookbook titled “Kooking with Kelli”, and has been featured on local television programs, including multiple appearances on the Food Network. With two Atlanta locations. Kelli sets her sights on continued expansion and retail distribution of her concept’s signature waffle mix and syrups. In this episode, Kelli discusses: Building a brand. Active social media and community-based marketing. Why her best managers started as line employees. The growth opportunities of limited-menu concepts that require less square footage and fewer staff. How secondary markets and franchising figure into concept expansion.

Seek Hannemann is one of two brothers who assumed the operation of their parents' grill on the Hawaiian island of Oahu. One by one their other five brothers joined the business and Seven Brothers was created. The 2,400-square-foot counter service concept offers burgers with a Hawaiian flair, french fries, salads, and coconut macadamia shrimp. The success of Seven Brothers led to additional locations in the Hawaiian Islands and expansion to the U.S. mainland. In this episode, Seek shares the story of Seven Brothers' creation and discusses: The decision to expand to the mainland. The challenges of maintaining a strong family business culture with multiple units. Why franchising became the concept’s expansion strategy and how it succeeded. How focusing on the customer and community-based marketing became the concept’s cornerstones of franchisee success. Why smaller units with drive-thru and delivery services are “What’s Next".

Co-founders Jason Sobocinski and Etkin Tekin opened the first Haven Hot Chicken in 2020 and have quickly grown to 8 locations throughout Connecticut. They created a unique blend of marination and pressure frying that provides their chicken with what they call a “Crispy Crust Adhesion," which is flavorful and prevents the crust from separating. These efficient 1200 to 1500-square-foot spaces offer very little dine-in seating and post 90 % of revenue from online order pick up, delivery, and walk-in takeaway. Jason tells us "Where there is a mission based on passion and a vision that is inclusive, there is success. We win by serving high quality certified Halal chicken, engaging our team members in the business and actively supporting our community” In this episode, Jason and Etkin share their 7 core values referred to as the "Haven Way” as well as provide details on: Their “Service Physics" culture challenges everyone to view problems as opportunities for improvement The social media marketing success of Crispy, Crunchy, Juicy, Spicy and Delicious! Their “On the boat” training philosophy…everyone has an oar but must work together to move forward The expansion goal of 25 operating units throughout New England by the end of 2025

Hannah McClain is director of culinary and training for Louisville, KY-based Biscuit Belly, a fast-casual regional franchise in the U.S. South, Midwest, and Southeast. McClain has been promoting the company’s motto “Grab Life By The Biscuit!” since 2019. The rapidly expanding counter-service concept offers a wide variety of creative Southern-style biscuit meals such as the Boozy Bird, Biscuit Beenie, Belly Board, and the Love Shack. "I just knew cooking would be my future,” says McClain, adding, “I started cooking with my uncles and grandmother as a child and haven’t stopped." McClain discusses Biscuit Belly’s expansion and its franchisee selection, training, and development. She also explains: Why menu development requires creative staff training practices to ensure consistent operations. Why customer value is defined by staying true to quality ingredients, consistent portions, and creative presentations. Why it takes the right people with the right products and following the right processes to be profitable today. (She notes that a recent franchisee opening attracted more than 200 applicants for 35 positions). Why franchisee selection is like adding family members at the dinner table. (“Closeness and compatibility are what’s most important,” says McClain). Why franchise field services are more about teamwork and support than supervision and evaluation.

How does a lawyer become the partner of one of the Food Network’s hottest celebrity chefs and restaurant owners? Tune in to find out how attorney Tom Foley met chef Tiffany Derry, selected locations, attracted investors, and launched the business that created Texas’s award-winning Roots Southern Table and Roots Chicken Shak. They refer to each other as “Pots-and-Pans Tiffany” and “Pen-and-Paper Tom”, underscoring a unique partnership that Tom believes is the foundation of their success. In this episode, he shares what he learned as the company’s inaugural general manager, how he forged the company’s people-first culture, and his plans for future concepts. Tom also talks about: How partnering with a celebrity chef raises the level of guest expectations. Why learning is a daily experience. Staff and management learn from successes as well as mistakes made. How cross-training restaurant, bar, and culinary managers build a stronger team and reduce turnover. How passion, principles, and purpose lead to profitability. Why staff “bench strength” is a priority when considering expansion. How to support the community by creating opportunities for social entrepreneurship.

When best friends Cassie Ghaffar and Sandy Nguyễn worked in restaurants together in college, they never imagined they would become successful multi-concept restaurant entrepreneurs together. Today, as business partners of Houston-based Saigon Hustle, Sunday Press, and Ginger Kale, they share their inspirational story of concept creation, profitability, and expansion. Saigon Hustle was launched just prior to the COVID-19 pandemic as a ghost kitchen delivery-only Thai concept. After nine months of operation, Cassie and Sandy moved the restaurant into a small building on a busy corner in a well-established neighborhood. Offering limited outside seating and drive-thru only, Saigon Hustle became a tremendous success. “We are proud that the three concept commitments we made became reality," says Sandy, citing their “authentic menu recipes, accessibility to the masses, and ability to expand.” Sunday Press and Ginger Kale are neighborhood coffee-bakery cafes. "We offer a comfortable place to be,” says Cassie. "Regulars meet, eat, and visit during morning, afternoon, and throughout the evening. We offer a private room for family gatherings, small business meetings, and community events”. In this episode, Sandy and Cassie share their experience and wisdom as successful startup restaurateurs, including: Managing multiple concepts efficiently with common procedures and support systems. Financing the business for growth, including private equity. Successfully expanding without sacrificing quality and consistency. Focusing on community as their best marketing tool. Creating a people-first culture that pays dividends in building a team for expansion.

Growing up in Detroit, brothers Brandon and Zane Hunt loved their hometown pizza. So, in 2011, they launched Via 313, introducing Motor City-style pizza to Austin, Texas with a $30,000 investment and a food truck. Today, Via 313 (“by way of” 313 — Detroit’s area code) boasts 17 units. Brandon and Zane explain how they: Grew their business from a food truck to a full-service restaurant to an award-winning, multi-state concept with locations throughout the Southwest. Won over investors to help finance business expansion. Fostered owner-operator and investor relations. Developed a consistent brand and company culture at multiple locations. Plan to grow the concept to 30-plus units within the next four years.

Pete Mora’s appreciation for Mexican cuisine began when he arrived in the U.S. from his native Colombia. “My parents had a tremendous influence on me,” says Pete. Following graduation from the University of Houston, where he studied entrepreneurship, he began working at his family’s restaurant — Poblano’s Mexican Grill — and "fell in love with foodservice,” he says. Pete learned the principles for success in the restaurant business, including the importance of effective catering and delivery programs and involvement in the community. "These traits serve me well today as I administer to my growing fajita delivery restaurant company.” Fajita Pete’s was borne from disaster. In the wake of a hurricane and flooding in Houston, “many roads were flooded, and businesses were closed making dining out very challenging,” says Pete. “We promoted family fajita packages for delivery and found we filled a tremendous void in the market.” Today, Fajita Pete’s offers a limited menu of Mexican-grill favorites from its 35 locations, with 95 percent of sales from delivery. The concept’s units range from 1,200 to 2,000 square feet and require relatively few staff, keeping “expenses reasonable and daily operations simple,” says Pete. In this episode, Pete shares his philosophy for franchise operations, branding, and growth. "Selecting a franchisee is much like adding a family member,” he explains. “It's more important that they are compatible with the concept and its vision. Capability can be taught, compatibility cannot.” And, in turn, Fajita Pete’s rewards their compatibility with support. “The better we support our franchise family, the better they do and the more they will grow."

"Sweet dreams are made of cheese,” says I Heart Mac & Cheese franchisee Bruce Newman, who operates a unit in Glendale, AZ, and was in the process of opening his second location at the end of 2023. Bruce’s grandfather, who owned a successful barbecue restaurant in New Jersey for 35 years, was his inspiration for entering the restaurant business. “I knew it was simply a matter of time for me,” he says, explaining, “I always loved the culinary side of restaurants but had been afraid of the unknowns of startup ownership.” The advantages of owning a solid franchise allayed his concerns. I Heart Mac & Cheese is a fast-casual, counter-service concept with limited seating and a tremendous amount of takeout and third-party delivery business. In 2015, Bruce met with the owners of I Heart Mac & Cheese in Scottsdale, AZ. In this episode, Bruce explains the advantages of becoming a franchisee and why other would-be startup operators are opting for this route to restaurant ownership and independence. "I was immediately attracted to I Heart Mac & Cheese because of the quality and simplicity of the concept," says Bruce. “I chose to become a franchisee because of the established operating systems, the marketing support, and purveyor purchasing agreements.” “The line works like magic,” says Bruce, adding that “guests simply choose the type of cheese, the size of the bowl, and protein.” With a per-person check average of more than $15 and limited labor requirements, I Heart Mac & Cheese is well-positioned for successful expansion in today’s competitive fast-casual market.

Luis Javier “L.J.” acquired 24 years of experience in Guatemala with Pollo Campero prior to helping grow the fast-casual chicken concept in the United States beginning in 2017. His experience and MBA (ESEADE — Escuela Superior de Economía y Administración de Empresas) served him well in his expanding role with the company as director of marketing, CFO, and ultimately today as CEO. In this episode, L.J. explains how he grew the concept in the U.S. to 99 units in California, Florida, Georgia, Oklahoma, Texas, and Washington D.C. “Successful growth comes from thinking small,” he says. “We are very customer-focused. We are in the service business after all. Food is simply the vehicle we use to serve.” Pollo Campero stands out in the crowded fast-casual chicken sector with fresh chicken broasted in a blend of Central American spices and served with rice, beans, and Yuca fries. The counter-service concept also offers drive-thru service at many of its units. “Keeping product quality as your number-one priority is most important as you expand,” says L.J. “But growth doesn’t work without building a solid team,” he adds, explaining how the company's commitment to staff selection, training, and development helps Pollo Campero overcome labor market challenges. L.J. ensures his headquarters staff are involved in daily operations at the unit level. “The closer you are to your customer, the smarter you become," he says. “Today many restaurant operators grow for the sake of numbers, but we lead with passion and grow from the heart.”

"French Fries" originated in Belgium. New York City entrepreneur Annalee Schlossberg honors their history and tradition with her successful startup Bel-Fries. From the concept’s Lower East Side flagship location and two mobile units, Bel-Fries serves its signature fries with 16 freshly made sauces as a popular handheld lunch meal and late-night snack. Bel-Fries’ well-crafted social media marketing program helped the brand get established quickly. The concept’s promotions - particularly on Instagram - have created a large and enthusiastic following. "Creating everything fresh daily is getting easier to do now, but it hasn’t always been that way,” says Annalee. “I was truly inexperienced and had to learn everything by doing.” Annalee’s approach to restaurant entrepreneurship has since matured with her experience in the business. “I don’t overreact to daily problems as I used to, and never hesitate to jump in to help get things done,” she says. She also credits training and culture for her concept’s success. “Having a team of individuals working together to create a positive work environment is an absolute must for a busy restaurant to succeed.” While Bel-Fries popular Black Truffle Mayo might be found on retail shelves in the near future, Annalee eyes rapid business expansion cautiously. "Although we might place more carts around New York City in 2024, I am concentrating on operating systems and management developed before committing to the various growth options being offered."

Jay Ashton, long known as Canada’s Restaurant Guy, has developed a loyal following that extends far beyond borders. His popular podcasts "The Daily Restaurant Show" and "Menu Unplugged” have informed and entertained many restaurant operators with his current tips on brand building and improving the guest experience. A restaurant career that began at age 14 and has extended over 33 years provides a wonderful foundation of knowledge for Jay to work from. “Food crosses all barriers,” Jay tells us, “Restaurants have become the last bastion of civility, operators need to do more on the play side to create a better guest experience”. In this episode Jay shares his three tips for successful brand building (1) Be sincere with messaging (2) continue to nourish, strive to improve and (3) stay connected to your community. "Successful restaurant brands become the third place, after home and work it's the third place guests want to be with their friends and family,” says Jay. Jay explains how guests' expectations of the restaurant experience have changed and provides examples of ways today's operators can shift to offering more convenience while also enhancing personal service. Jay challenges us to embrace the change and reminds us that successful restaurant brands are the ones that combine their inside-the-4-walls marketing approach, with social media influencers and community involvement.

Chef Iliana de la Vega won the prestigious James Beard Award for Best Restaurant in Texas in 2022. El Naranjo, the restaurant she owns and operates with her husband, means The Orange Tree and is regarded as the highest quality traditional Mexican restaurant in the state of Texas. But life wasn’t always filled with success and recognition. In 1997, Iliana opened the original El Naranjo in Oaxaca. Her life changed dramatically as political unrest forced the family out of Mexico a few years later. Settling in New Mexico until a visit to friends in Austin, Texas convinced Iliana that it was the right place for her, and she reopened El Naranjo there in 2012. In this episode, we learn how Iliana first learned of the Oaxacan delicacies from her grandmother and how as a young girl in Mexico City used those earthy, smoky chiles and spices to cook authentic Mexican dishes with her mother. "My love for cooking began as a young girl, I enjoyed going to the market daily and traveling the country with my family tasting the flavors of the various regions,” says Iliana. Iliana tells us how her love for teaching has helped her work with staff and operate her restaurant. "Patience is truly a virtue,” she tells us. "My signature Mole is a three-day process, so it's easy for me to understand that training staff takes time and repetition." Today her full-service traditional Mexican restaurant offers dinner service and a very popular Sunday brunch... Tomorrow may find us enjoying an additional concept as Iliana would like to offer her seasonal Mexican favorites in a less sophisticated, fast casual environment. We can’t wait!

Ben Siegel, owner of Austin, TX Banger's Sausage House & Beer Garden, describes his concept as the most unique restaurant-event-entertainment center in the Lone Star state. “Our business model is different than most independently owned restaurant concepts,” says Ben. "We must be able to serve our regular guests and multiple social and business events at the same time." In this episode, Ben shares the story of an 11-year development plan that turned a small house in the Rainey Street district of Austin into a 500-seat dining destination. "We still engage in a very old-world approach to our product using a curing room, pickling room, and a smoking room to produce our special recipes of wood-smoked sausages, and made from scratch sides, sauces and condiments," says Ben. In fact, Banger's is known for offering the widest variety of smoked sausage and the largest selection of draft craft beer in Texas. Although his menu might be old-world, Ben’s management style is modern staff-first positivity. "I am a recovering people pleaser,” says Ben. "A few years ago, I felt I had a toxic workplace and went to work to set an entirely new direction". He explains how embracing staff expectations and engaging them more deeply in daily operations led to shared values across the team. Ben explains his "No Rules" Rulebook and practice of self-evaluation to keep staff and management focused and moving in the same direction. "Looking at the larger picture and planning quarter-by-quarter helped me to see the value in new hourly wage and tip share program," says Ben, who is planning a food hall on the property that will include a new sandwich concept, a sausage house, and several beer bars.

Johnny Carrabba’s legendary restaurant, Carrabba’s Italian Grill is turning 37 years old and is receiving the gift of reinvestment from its owner and creator. Redesigned private dining rooms, enhanced ambiance, and updated background music are just a few of the ways Johnny is refreshing the interior of his landmark original Carrabba’s on Kirby in Houston, Texas. "I have been blessed with a very strong customer base and an incredibly loyal staff," says Johnny. "Half of my staff have been with me for over 15 years and we are serving the children and grandchildren of many of our original guests." Johnny first visited Corner Booth as a guest in December 2019. During that episode, we learned about his strong commitment to guest service and how his staff has become extended family. In this episode, we learn how his concepts have adapted to the guests' buying habits post-pandemic. Says Johnny, "People demand more convenience now, we are experiencing 23% to 30% of our revenue coming from car side pickup." With nine units, including full-service Carrabba’s Italian Grill and Grace’s and fast-casual Mia’s concepts, Johnny is an expert on multiple-unit management. "Owners can do what they want, but the customer is the real boss," says Johnny, adding, "the closer you stay to your customers the smarter you remain." He spends his time working with management and engaging with staff members. In this episode, Johnny shares insights into the use of technology to support operations while enhancing the guest experience through "hands-on" hospitality. "You always return to where you feel you belong. More than food and drink, it’s the service that makes a great experience."

Eric Sandler is the Houston metro food editor for CultureMap, a digital media company that covers food, wine, entertainment, fashion, and sports. As part of his job, Eric stays current on trends and consumer preferences. “I have always been passionate about food, interested in dining and curious about food service," says Eric. "My job allows me to experience all areas of the restaurant industry and see things from the guest's point of view.” In this episode, Eric explains how he covers the myriad faces of the restaurant community and what he finds interesting and newsworthy. Eric feels that COVID changed our relationship with restaurants and underscored the importance and necessity of providing meals via delivery and takeaway service. He views current industry challenges as balancing convenience with offering quality full-service experiences that guests seek after two years of social distancing. "We are social people, and we seek communal experiences," says Eric. Despite increasing cost, labor and supply-chain challenges, Eric believes the industry will continue to expand. Diners are increasingly adventurous, creating demand for ethnic and other concepts that break the mold of typical fare. Learn more about Eric on his podcast "What’s Eric Eating".

A native of Beijing, Grace Wang moved to the US and eventually entered a career in accounting and finance. She decided, however, that the restaurant business was her true calling and gained experience as a restaurant server and manager before opening her first concept Duck n' Bao, offering the traditional fare of her birthplace. Her first year in business was challenged by COVID, which allowed for takeaway service only. "Working with family and a very small crew at first, we developed a loyal following from the Chinese community," says Grace. "Then, as on-premises service was allowed, we added more to the menu and happily watched our customer profile broaden and grow." In this episode, Grace explains how she built a successful full-service neighborhood restaurant serving family recipes. In 2023, she leveraged that experience to open Hongdae 33, a counter-service Korean barbecue concept. Grace looks ahead for further concept and unit expansion. "I find myself more interested in the restaurant business every day. Working closely with staff keeps me connected. I believe you never stop learning." She involves her team in her financial planning, menu development, and marketing decisions. "Some of my managers may want to open their own restaurant one day and I will be there to help them."

Lauren Fernandez is the founder and CEO of Full Course, a three-year-old foodservice business incubator/accelerator and private equity firm. Lauren followed her love for food and interest in working closer to the consumer market into the restaurant business following her career as an attorney advising and representing pharmaceutical companies. Her transition into the restaurant industry began with creating a business partnership for the purchase of three Chicken Salad Chick franchised locations. She added eight additional units to her enterprise, developed a catering and delivery program at the units, and sold them to Chicken Salad Chick Corporation in 2018. In this episode, Lauren describes her path to founding Full Course. She says she realized “a true development solution was needed to assist small restaurant companies and Full Course was created to fill that need," says Lauren. Full Course assists startups with education, operations management, and raising capital, putting proverbial skin in the game with an equity interest in the businesses. Lauren’s advice for independent restaurant operators wanting to succeed and grow includes balancing labor and technology, building loyalty through quality and guest satisfaction, and playing the long game to build true brand value.

Mason Ayer is a self-described "recovering attorney" who, after three years of corporate law practice, left the profession to join the family restaurant business Kerbey Lane in Austin Texas. "I was literally born into the business," says Mason. "We were living in the garage apartment above the converted bungalow home that was the first restaurant 42 years ago." What began as a small neighborhood full-service cafe known for offering great breakfasts has grown into a 10-unit family enterprise in Austin and San Antonio, Texas. Many things may have changed over the years, but the core purpose at Kerbey Lane remains to be a place that feels welcome...to its team members and guests. In this episode, Mason shares his strategy for expansion without becoming chain-like. "We look to replicate the experience rather than add units," says Mason. This places an emphasis on building a team that fits the concept and its values. Kerbey Lane remains committed to scratch cooking, “quirky" unscripted service that’s personalized, and active community-based marketing. Their popular “Kerbey Kindness” program rewards selected neighborhood charities with donations each quarter. "Our food speaks volumes," Mason notes. "The cinnamon roll pancake and eggs Francisco are most popular and help us routinely get voted Best Breakfast in the City." Mason's management style helps connect with management and engage with staff. He has received some of his best suggestions for improvement by including management and staff in discussions regarding daily operations and plans for the future. The future looks bright. Mason plans to stay close to operations and keep the corporate structure lean while continuing to create the Kerbey Lane experience in other major cities throughout Texas.

Mario Johnson founded the Original Sleepy Potato limited-service quick-service concept in 2018, in shuttered restaurant space next door to his downtown Detroit barber. Today, his startup has grown to a seven-unit chain in Detroit and Atlanta. Says Mario, "Initially the concept was called Mojo’s Motown Eatery, serving burgers and wings," adding, "It wasn’t until the next year when I moved to Atlanta and added stuffed potatoes that the concept really took off. So, I changed the name to the Original Sleepy Potato." "We keep the menu simple, using high quality, extra-large russet potatoes, sixteen stuffings, and a wide variety of grilled protein toppings, including beef, chicken, lamb, and shrimp," he says. The menu offers specialty non-alcoholic beverages using Kool-Aid® flavoring. The counter-service concept favors second-generation restaurant spaces ranging from 1,200 to 2,000 sq. ft. With an eye toward franchising as a pathway for expansion, Mario is upbeat about the future of his restaurant business.

In this episode, a husband-and-wife team share their story of how combined experience in the building trades and restaurant operations led to a series of successful restaurants in second-generation spaces. Meet Michael and Robyn Bordes. Michael is a seasoned contractor. Robyn started working in restaurants at the age of 13. In the summer of 2021, Robyn found an unoccupied space in their hometown of Greenwich Connecticut. The next day, they purchased a 50-year-old deli that needed a lot of work. “Thankfully, I was able to do most of the re-do,” says Michael. With a menu based on their family’s favorites, they named the restaurant after Robyn’s father. Constantino’s is a small, casual, full-service Italian concept that has quickly become a neighborhood favorite for pasta and pizza. They opened a second Constantino’s unit a year after the first, in a neighboring town 15 minutes away. The Bordes then found another small space that became available in the wake of a Covid business closure. There, they created “Constantino’s Homemade Ice Cream”. The couple continues to seek opportunities for expansion. “We have found locations nearby for two concepts we are developing right now,” says Michael. “We look forward to opening Constantino’s Pasta Bowl, a counter-service build-your-own pasta dish concept, as well as Love you Latte, a small breakfast and lunch coffeehouse later in 2023." Operating several locations, six days a week, and with more than half of sales from takeout and delivery business in the early days of their business, required them to ramp up systems and procedures to assure quality and consistency. “We learned very quickly how important it is to create a staff that works together as a team and helps each other like family," says Robyn. Adding to the couple’s recipe for multiunit success are hands-on ownership, quality ingredients, active social media, and community involvement.

Chris Schultz, CEO of Portland, OR-based Voodoo Doughnut, has four decades of restaurant industry operations and growth experience. Before joining Voodoo Doughnut in 2017, he was Senior Vice President of Operations for MOD Pizza, where he led the concept’s expansion from a single unit to 350-plus locations. In this episode, Chris shares the story of two friends’ desire to fuse hospitality with a bold and edgy product to open the first Voodoo Doughnut in 2003. At their first location, squeezed between two nightclubs in downtown Portland, they joked about “world doughnut domination”. In 2008, they opened a second unit. Today, Voodoo Doughnut boasts 17 locations in six states. Chris shares with the Corner Booth his plans for product innovation, business culture, and growth. “Although there will be 24 units in operation by the end of the year,” says Chris, "I see us creating a series of stores rather than a chain." He explains, “It’s important [for the units] to be similar rather than identical," adding, “We win when we adapt to the neighborhoods we serve." As far as product, says Chris, "we must remain crave-able." Chris takes a hire-for-attitude approach to staffing. "We hire interesting people with the will because we can teach the skill." He reminds all he works with, however, not to take themselves too seriously. "We make doughnuts after all."

Alex Smith is CEO of Maryland-based Atlas Restaurant Group, with 30 restaurant properties located in Maryland, Florida and Texas. His restaurant career began in 2007, as a Häagen-Dazs franchisee, when he noticed the need for a lunch concept in the neighborhood. This inspired him to create his first concept, Harbor East Deli in 2009. After 16 years of concept development and expansion, and armed with a team of 1,800 staff members, Alex feels the brightest days for Atlas Restaurant Group lie ahead. "Being big still means thinking small to me," he says, going on to say, "The closer I stay to the market and the more engaged I remain with the staff, the better I become." In this episode, Alex explains the three pillars of his operating principle for success: product integrity, entertainment, and hospitality. "Balancing these three key items maintains the unique identity of each restaurant concept," he explains. "We remain a people-first company," he adds. "My success depends on my team." Alex takes pride that his first manager is now the COO and a business partner. “I am very proud that so many staff members have found a home with the Atlas Restaurant Group.”

In this episode, we welcome back previous Corner Booth guest Meredith Sandland, along with her publishing partner Carl Orsbourn. Sandland, a former executive with Yum Brands/Taco Bell joined forces with United Kitchens executive Orsbourn to educate restaurant operators on how to succeed at digital marketing, operations, and customer service. As co-authors of the best-selling "Delivering the Digital Restaurant", they share best-practices advice from their second book "Path to Digital Maturity." Says Orsbourn, "There are tips and tricks that set the foundation for building a mature guest digital experience," which, Sandland adds, can "increase guest satisfaction and loyalty." Orsbourn and Sandland explain how the path to digital maturity also includes gathering consumer data that can be compiled and analyzed to improve the menu, labor scheduling, and operational efficiency. Join us for an engaging conversation on how to place your concept on the cutting edge of the restaurant industry’s digital transformation.

Prior to purchasing Cornish Fish and Chips, a 90-seat counter-service concept in scenic seaside Cornwall, England, Pete Fraser enjoyed a 19-year career as a royal navy officer. “Without any restaurant experience, I jumped at the opportunity,” says Pete, adding, however, the business was challenged by “a very seasonal clientele and poor operations.” In this episode, Pete shares how he grew Cornish Fish and Chips to three successful locations in the United Kingdom with self-education and systems. “It took the opening of our second location for me to realize the benefits of daily systems and operating procedures,” he says. The concept’s cod and chips are served with traditional mashed peas. Popular with tourists and locals and tourists, Cornish Fish and Chips offers a wide variety of beers, employs a successful take-away business, and has recently begun a customer loyalty program. “Engaging the locals through community involvement and in-store promotions has really helped us succeed during the off-season,” he goes on to say. As a multi-unit operator, Pete has adjusted his role and responsibilities from working “in” to working “on” the business. He directs and supports unit managers so they may carry out their duties more effectively. "This allows me the opportunity to work more on the business while providing organized services and consistent operations at the unit level."

Cassie Pinckney follows two core principles in the restaurant business: Don’t take yourself too seriously and never be afraid to try something. “I fell in love with hospitality when I was in my teens working at the neighborhood Dairy Queen,” says Cassie, who feels “when there is relentless innovation by people committed to having fun with food, you will never stop improving.” Cassie’s commitment to quality landed her as marketing chief for celebrated Texas-based Velvet Taco, a premier-quality fast-casual concept that offers a globally inspired taco menu. To her credit, the concept has grown from eight to 36 locations in four years. In this episode, join us to learn how to maintain brand identity and build value while rapidly expanding in both urban and suburban marketplaces. "Although there are core menu items and other key concept features," says Cassie, "we try hard to represent the local community in the design and decor of every location." "Food isn’t the only area of continued innovation anymore," says Cassie, adding "we must deliver a complete experience in order to create value and develop guest loyalty." To that end, Velvet Taco emphasizes convenient online ordering, proper packaging and creative catering programs. Cassie reminds us that marketing is so much more than the ability to promote the brand and attract new guests. It is the practice of managing your brand while connecting to the community and building guest loyalty. Learn from this expert about marketing best practices you can put to work in your concept.

In this episode, we share the story of an accountant who followed his love for food into the restaurant business. In 2007, our guest Randy Hines set his eyes on the 53-year-old Kolache Shoppe. He became a regular customer and eventually expressed his interest in owning the bakery to then-owner Erwin Ahrens. Randy’s patience was rewarded. In 2014, Erwin retired and handed the keys to Randy in the sale. The CPA auditor was now an independent operator. A quick study, Randy learned how to honor the history of the bakery while making it even more inviting for modern patrons. Kolache Shoppe is a limited-seating, counter-service bakery in Houston that now offers the convenience of a drive-thru and tremendous takeaway and delivery business. He has expanded the menu from the original sausage- and fruit-filled standbys to a wider variety of offerings, including praline and barbecue brisket kolaches. The sausage selections now include boudin, a French blend of cooked pork, rice, onions, peppers and seasonings stuffed. For Mardi Gras, Kolache Shoppe offers a King Cake version. Randy is growing the Kolache Shoppe via franchising. In this episode, he explains why he chose this route to expand, with the caveat that his franchisees must be a good fit for the culture and vision of the concept. Says Randy, "My franchisees must have a soul for the Kolache business because we aren't simply offering a pastry but a vehicle for enjoyment and memories." He adds, “My recipe for growth begins with people. Expansion isn’t a race; it's about working with the right partners."

After experiencing poor service at his favorite neighborhood Italian restaurant, Patricia’s of Holmdel, Frank wanted a word with the owner. Fast forward, a potential guest complaint led to Frank buying the restaurant. What he lacked in restaurant experience, Frank made up with his client-service acumen as a printer. And it worked. "I look at everything from the customer point of view, which properly places emphasis on the need to take care of people," says Frank, adding, "I select friendly people and train every staff member to refer to all guests as if they were family." His commitment to personal service worked so well that it led to seven successive years of revenue increase. In the wake of his success, he expanded the restaurant. Moreover, the success of Patricia’s of Holmdel spurred Frank to develop a breakfast-lunch concept in a space across the street. The concept, Over Easy, has been operating for less than four years and has expanded into two additional New Jersey locations. Wait, there’s more. Frank’s latest development is a 6,000 sq. ft. full-service Italian steakhouse and bar. Named Gabriella’s, it has become one of the hottest new restaurants in New Jersey and recently added a private dining room to serve events and meetings. Frank, a former printer, believes that the best marketing is done within the four walls of his restaurants. And as long as his team continues to put the guest first, he will believe he can build a successful neighborhood restaurant group for a long time to come.

Meet Mike Sebazco, president of Famous Toastery. His recent appointment to the helm of this 28-unit breakfast-lunch concept crowns a long and successful industry career, including roles at Don Pablo’s, Mimi’s Cafe, and Moohyah’s burgers. In this episode, Mike discusses the challenges of leading a busy made-from-scratch-menu concept with locations throughout North Carolina, South Carolina, and Virginia. Famous Toastery is a full-service concept, with take-out and delivery. Unit seating capacity varies from 70 to over 200. "Staying hospitality focused while expanding the concept is priority number one," says Mike, adding, “we look at growth differently than most restaurant groups. We duplicate rather than simply expand.” The business’s franchising model requires rigorous franchisee selection and more than 800 hours of management training. At Famous Toastery, every staff member is involved in guest service and shares in the tips. Says Mike, this service model fosters a fun team atmosphere that results in a better guest experience. As an industry veteran and now chief of Famous Toastery, Mike is ever-seeking incremental improvement. This includes enhancing field support for the units, perfecting the business’s supplier relationships, and pausing expansion just long enough to further refine systems and procedures.

Like many others, Cluster Truck’s Founder Chris Baggott was quick to recognize the growth opportunities in delivery-based restaurant concepts. Unlike many others, however, he was able to apply his experience and success as a successful software developer and entrepreneur to overcome its challenges. Cluster Truck is a multi-unit, delivery-only, casual restaurant concept that offers a breakfast, lunch, and dinner menu delivered within specified limited areas by carefully selected and trained professional drivers. "We call it delivery with dignity," says Chris, explaining, "because if delivery doesn’t work for the customer and the drivers, it doesn’t work at all." Much of the business’s success hinges on the company’s strategic location of food preparation facilities and limited delivery range, allowing drivers to make faster and more deliveries per hour. Given Chris’s background, it should be no surprise that Cluster Truck’s critical success factor (in addition to crave-worthy menu items) is the software he developed. His EmpowerSM platform program seamlessly coordinates the process from the point of order to the point of delivery. Yet, it isn’t exactly a "secret sauce". Chris also makes Empower available to other restaurant operators, as part of his business model. Restaurant industry observers like to call modern food delivery the "Amazonization" of the restaurant business. With five units in operation and several more on the way, Chris says, "Amazon customers are typically happy, but our delivery customers are very happy because at Cluster Truck our objective is to exceed their expectations."

Erika Polmar is the executive director of the Independent Restaurant Coalition. “Remember when we were told the pandemic was expected to last 8 to 12 weeks?” she asks. "Well, it lasted much longer,” she says, adding, "and many independent operators are still recovering from the negative impact it had on their restaurant businesses.” The Independent Restaurant Coalition soon formed in the midst of the pandemic. Since founded in 2020, its membership has swelled from a few hundred restaurant owners and operators to more than 150,000 today In this episode of Corner Booth, Erika explains how she went from a volunteer to the association’s charter Executive Director. She covers the myriad issues the Coalition is addressing to help beleaguered restaurateurs. “Most members are still financially stressed because only a third of all applicants received available government funding,” says Erika. “In addition to working through recent supply interruption, increased operating costs, and a tight labor market, many coalition members seem to need direction and assistance.” In this episode, you’ll learn how the association is working to educate its members on the industry’s changing compensation and benefits requirements, as well as working with insurance companies to offer more and better programs for the small restaurant operator. Erika feels the virtual panel discussions offered to IRC members helps them share their knowledge with their industry peers. As you would expect, a great deal of the association’s efforts are educating legislators and policymakers. “We have immigration policies and farm bills facing the legislature to work on,” says Erika. “We must continue to educate policymakers about the tight margins and other operating challenges facing today’s independent restaurant operator.”

When CEO Larry Ryback joined Jim ‘N Nick's BBQ he says, “I saw no freezers, no microwaves and all recipes made from scratch daily.” Quality matters if growth is your objective. The first Jim ‘N Nicks opened in Birmingham, Alabama 17 years ago. Since then, the concept has steadily grown to become a successful 40-unit regional brand in Tennessee, Georgia, Florida, and North and South Carolina. In this episode, Larry shares his tips and views on sustainable restaurant expansion, based on a "people first" culture that fosters growth. Aggressively opening new units and chasing investors are not the answers, says Larry, explaining that the key to winning is sourcing, recruiting, and training teams to execute the concept’s quality mission. “We hire for attitude and train for function.” Like many concepts, Jim ‘N Nicks offers robust off-premises service and third-party delivery. Within the four walls, Jim ‘N Nicks provides a fast-casual experience upgraded with attention to personalized service, including food runners to deliver meals, bus tables, and provide drink refills. The concept also offers a full bar with a wide selection of craft beers. At the helm of a successful and growing multiunit concept, Larry shares insightful commentary and advice on menu management, product cost, inventory control, and community marketing. Listen in and learn.

Ricardo Molina was born into the restaurant business. The original family restaurant was started by his grandparents in 1941. Today, he and his brothers Raul and Roberto operate three Molina’s Cantina locations, celebrating more than 80 years of success. The concept is a model for a family-owned business that prospers when everyone finds and carries out their area of expertise. "We contribute by overlapping and not competing," says Ricardo. Ricardo praises his parents for the life lessons and work ethic he developed helping out in the business in his early teens. "My father reminded us that we may operate restaurants, but we manage people," says Ricardo. In this episode, we learn how traditional family recipes and business practices formed the foundation of a restaurant concept that is recognized as a market leader. Molina’s Cantina continues to serve its popular traditional favorites, while also offering grilled specialties and fresh seasonal items. "We have always been committed to high quality and service standards, and I believe that impacts positively on our management and staff," says Ricardo. "Today’s challenges are a little easier to overcome when you have longtime staff and purveyor relationships," says Ricardo, adding that he believes positive relationships with staff foster better relationships with guests and, in turn, drives loyalty and repeat business. And we believe he is right.

As an intern at the James Beard Award-winning restaurant Oxheart in Houston, Sherman Yeung honed his Asian cuisine culinary skills, while he imagined his future as an owner and operator. He considered launching from scratch a counter-service Japanese concept, but fate and opportunity led him in another direction. Join us in this episode, as we explore purchasing an existing restaurant as a startup business strategy. "I thought there would be advantages to buying an operating restaurant, in a good location, with established clientele, trained staff and systems," says Sherman, owner of celebrated Asian concepts Tobiuo Sushi and Bar and Money Cat, both in Houston. As a young multi-unit owner and operator, Yeung does not want quality of life to take a back seat to the business success he is enjoying. "The work-life relationship is very important to me and my management team," says Sherman, adding, "I look forward to creating a restaurant company that values the balance of work, family and community."

Veteran operator Terry Muckenfuss began his education in concept development while planning his own concept in his hometown of New Braunfels, Texas. A graduate of the Hospitality & Tourism Management program at the University of North Carolina, Greensboro, he already had significant industry experience. That includes a successful career with Golden Corral, headquartered in the Tarheel State, where he also found inspiration for his startup. "Hops Burger Bar in Greensboro, North Carolina provided the inspiration for the restaurant I wanted to create," says Terry. He brought that vision to Texas and found a unique location next to a historic boutique hotel to realize it. He hired menu consultant Christina Fuller to help develop the concept's point of difference. In this episode we learn how Terry took his plan from idea to reality to open Muck N’ Fuss Craft Beer & Burger Bar in 2018. Offering fresh, never-frozen ground beef, quality local ingredients, homemade beer-battered onion rings, and 30 craft beer selections on tap, Muck N’ Fuss quickly became a local favorite. A student of Malcolm Baldrige award recipient "Pals Sudden Service" and its total quality management culture, Terry explains why staff development is Job One. "After four years of running a successful operation, I continue to rely on my people because no single person has all the answers," says Terry. Terry also explains how a commitment to incremental improvement motivates his team to continuously improve the guest experience and earn repeat patronage. This is how you win in the independent restaurant business. Tune in and take notes.

Kyle Mylius fell in love with the restaurant business while working as a corporate service trainer. "I may have been a terrible college student, but I was wonderful at working with people,” he says, adding, “I enjoyed hospitality right away because it required teaching and serving." He went on to manage an independent coffeehouse and help its owners expand the concept with two additional units. At that point, Kyle knew restaurant ownership was to be his future. Learn how Kyle, in 2005 armed with only $10,000 and ambition, took over the basement of a beautiful historic building in downtown New Braunfels, Texas, with his business partner. There they created the Root Cellar, a casual café furnished with items collected at garage sales, displaying artwork by local artists, and featuring live entertainment by local musicians. Kyle describes the seasonal menu as "American favorites with a twist." After 17 years in business, Root Cellar continues to enjoy a strong connection with the community and led the way to the development of two other successful concepts - Tin Top Burgers and Rhea’s Ice Cream, with two units. Today, says Kyle, "I see my role as providing support to the units. Providing growth for key staff is critical for expansion in today’s market and allowing a sense of ownership among management helps them better focus on the business.” With Tin Top Burgers and two Rhea’s Ice Cream parlors operating in the same locale as Root Cellar, Kyle set his sights on expanding into the neighboring community of Gruene, Texas. In 2018, he opened the Gruene Grove bar, along with a third Rhea’s Ice Cream. His future includes plans for continued business growth in the markets he knows. Says Kyle: “Community matters. Not everything may work everywhere, so I recommend you stay where you are known and accepted."

George Joseph learned the importance of good hospitality from his days as the owner of a Drug and Alcohol rehabilitation business. This lesson served him well when in 2014 he found himself with the task of taking over Common Bond, a single-unit bakery café he had invested in. The popular bakery received critical acclaim but was difficult to operate and not financially successful. Join us as George shares his story of a company restructure, commissary kitchen development, corporate team building and expansion to the current 12 units with 2 more under development. Common Bond presents an updated version of the European neighborhood bakery coffeehouse offering an equal amount of savory and sweet items, coffee, and sandwiches. In this episode, we learn how Common Bond developed and successfully operates multiple versions of the brand. The "Bistro" concept is their counter service bakery/café, the "Brasserie" offers full-service evening service while the "On the Go" is the smaller, limited menu drive-thru version. "Multiple presentations of our concept doesn't create any additional difficulty, instead it provides us greater opportunities for expansion," says George. "The runway of core menu offerings, color scheme and certain design elements are consistent in all variations.” George's simple 3 steps of service teach his philosophy of Greet, Engage and Serve! This people-first approach to hospitality has resulted in a positive work environment full of motivated staff and satisfied guests.

Karen Malody began her food service career with the development team at Starbucks, where she played an integral role in the development of Frappuccino and the creation of many other successful offerings. In this episode, we learn how Karen’s consulting company, Culinary Options, helps restaurant operators develop winning and profitable menu items. "For 25 years, I have been fighting what I call bloated menu syndrome," says Karen. “Operators tend to present too many items creating a heavy menu with high inventory and low profit margins.” Karen enjoys taking her client's idea and developing it into a full menu concept. She believes the foundation for a successful menu starts with the cross-utilization of products and making a second purpose for popular menu items. “I believe future menu formulas will include convenience and packaging with quality and consistency to improve the guest experience.”

Drew Glick grew up working in his father’s New York catering business and did not immediately follow in his footsteps in the food business. That is, not until his persistent and persuasive surgeon uncle convinced Drew to walk away from a 17-year career in insurance and finance, relocate to San Antonio, TX, and launch "Drew's American Grill" - a failed concept. In Drew’s case, happily, the second time’s a charm. Join us for a shot of inspiration with this restaurant business comeback story. Drew shares what he learned from the unsuccessful three-year restaurant ownership experience, a 10,000-square-foot full-service bar and grille concept. He explains how it set the stage for his next and tremendously successful current concept — "Max and Louie’s", an authentic New York Deli in the heart of the Lone Star state. Drew opened Max and Louie’s in 2016, serving loyal customers breakfast, lunch and dinner seven days a week. The all-day menu (you can have breakfast, lunch, or dinner items any time of day) and long hours could have put a strain on operations. But his "staff-first" philosophy "has built a team that enjoys working together to exceed our guest’s expectations," says Drew. His business philosophy also includes a "quality-first" approach to the menu, sourcing the finest ingredients and making all items from scratch, including bread in an in-house bakery. Drew has expanded his footprint, begun an overnight baking shift, and added catering to meet demand from his growing customer base. Today, with a talented management team and a staff of 85, he looks forward to expanded delivery business and retail sales of his products.

Arlene Spiegel experienced the challenges of daily operations while spending her teen years working in the family restaurant. She mastered the basic principles of guest service and joined the health movement by opening her first restaurant, The Garden of Eating. Arlene was sought after for her opinion and business knowledge by industry magazines and many neighboring restaurants. She enjoyed assisting others with their operational issues and worked to implement improvements. In this episode, we learn how Arlene decided to sell her restaurants to her partner and begin a full-time career in consulting. She tells us about her years working with Price Waterhouse and Cooper as their global restaurant expert. She shares her experiences from her days working with regional chains and national brands, and tells us how her admiration for the hard-working independent restaurant operator grew. Arlene moved on to create Arlene Spiegel Consulting in order to focus her time and energy on independent start-ups and small growing restaurant companies. Decades later Arlene finds herself busy with a variety of restaurant, hotel and casino clients. "The recent pandemic simply exaggerated many issues restaurants were already having within their operation," says Arlene. She continues "Improving customer convenience, streamlining daily operations and improving the staff experience were issues I helped many of my clients with." Her "Come Back Strong" program was developed to assess issues, provide direction and help implement improvements quickly and successfully. We learn how this approach led some restaurant clients to move into retail and how hotel casino buffets morphed into popular food halls. Arlene tells us "I see consulting as the process of finding solutions and providing the tools required for successful implementation!"

In 1939, Michael Passalacqua’s grandparents opened Angelo’s Italian Restaurant in Washington, PA. They grew the small neighborhood restaurant and bar with its limited pasta and chicken menu, into a popular dining destination. In this episode, Michael shares the story of his transition from a police officer to joining his family’s business. He grew up around the culture and mission of Angelo’s, so he knew how to make “guests feel like a part of our Italian family,” he says. But he was not prepared to manage a restaurant and rolled up his proverbial sleeves and dived into educating himself for the job. Michael was one of the earliest members of RestaurantOwner.com, which he credits for helping him drive revenue, manage costs and train his staff more effectively. His discipline and effort have been rewarded with the continued and growing success of the concept. Michael also shares the story of the restaurant’s 2008 relocation, including the design and construction of a freestanding building, to adapt to changes in his market. He explains the business planning and financing process and his thinking behind the restaurant’s design changes and offerings, including a display Gelateria, to maintain appeal in a changing market. Michael believes profitable restaurant owners are always learning, by choice and necessity. Operating the new, larger, busier restaurant presented new challenges. After the relocation, “it took a couple of years to really feel stable and well organized," he says, adding, however, “our commitment to constant improvement has helped Angelo's become a people forward, positive workplace where happy staff are supported by friendly management.”

Raz Halili returned home from a trade show to learn that his father had purchased a closed beachfront restaurant in San Leon, Texas. The Halili family has operated a successful seafood wholesale company for years, but Raz knew running a restaurant would be a much different experience. The second-generation oyster man found himself in the restaurant business. "I had no restaurant experience," says Raz, "but I knew that I needed strong people to help build the foundation of my concept." He turned to Joe Cervantez, armed with experience in the kitchen of fine-dining landmark creole seafood concept Brennan’s, to be executive chef for the new seafood & oyster house restaurant -- Pier 6 Learn how in just two years Raz and Joe worked together to create a successful beachfront seafood dining experience, and since expanded into lodging with six beachfront rental bungalows to serve local residents and weekend, destination visitors. The surf and turf menu has a heavy New Orleans influence and is seasonally updated. The expansive premises accommodate outdoor balcony space along with beautifully appointed interior dining and bar areas, for both casual and special-occasion dining. Raz and Joe explain how they quickly developed a successful brand with a quality menu and high-performing team in spite of Covid labor and supply chain challenges.

Self-described "entre-brew-neur" Ryan Soroka is president and co-founder of the successful 8th Wonder Brewery, based in Houston’s vibrant "EaDo" neighborhood. Hospitality graduate school and a passion for beer took him on his journey from home brewing to running a food truck to launching a popular brewery and brew pub. Upon graduation from university, Ryan began his career in corporate finance, but after acknowledging his true calling, he pursued and earned a master’s degree in hospitality management at the Conrad N. Hilton College of Global Hospitality Leadership at the University of Houston. "Graduate school built my confidence and solidified my passion for this industry," says Ryan. It is also where he met his future business partner Aaron Corsi. "There was a natural progression in my business planning from food truck to brick and mortar restaurant and brewpub to brewery," adds Ryan. In its 10th year of business, 8th Wonder produces a wide variety of classic beers and ales, including seasonal offerings. More recently, 8th Wonder has successfully expanded into spirits distillery under the brand 8 times Vodka and Texas Whiskey, as well as a line of non-alcoholic offerings under the brand Wonderwaters. In this episode, Ryan explains how he and his team manage a successful brewery operation — including production, taproom service, onsite events, product development, and community marketing.

With 23 units of his breakfast, lunch, and brunch concept Turning Point operating in New Jersey, Delaware, and Pennsylvania, founding CEO Kirk Ruoff knows the challenges of starting and growing a successful multi-unit restaurant brand. In this episode, Kirk shares how attention to daily operations attracts and retains staff. "The unit manager is the heart of our brand," says Kirk, adding, "All services are intended to support them." He explains how leveraging current technology to communicate with, schedule, and train staff can foster engagement and teamwork. "When pick-up and delivery orders increased over 300%, our staff rallied, and some of the best suggestions regarding packaging, operations efficiency, reheating instructions and marketing came from them," says Kirk. A flexible concept, Turning Point is able to move into both new and second-generation locations ranging from 3,500 to 5,000 square feet. Kirk’s strategy for growth going forward is franchising, with a franchisee-operated unit in the works in Pennsylvania, with similar expansion in Virginia and Florida to follow.

Bob Yacone won first place in the nation for traditional pizza at the International Pizza Expo in Las Vegas, Nevada the same year he won first place at the National Buffalo Chicken Wing Festival in Buffalo, New York. But his life hasn't always been a series of impressive awards. In this episode, we learn how he went from a difficult life in Brooklyn, New York to a successful restaurant operator in the Southwest. "My adopted grandmother got me interested in food. She raised me and was wonderful in the kitchen," he says, adding, "I enjoyed it immediately." Bob launched full-service Italian restaurant Forghedaboudit! in Deming, New Mexico, home to his wife Kim’s family. He explains how he successfully developed a large loyal guest following in a challenging secondary market and - in spite of the pandemic - launched a smaller-footprint counter-service and take-out version of the concept in Las Cruces, New Mexico. Bob plans to expand Forghedaboudit! via franchising, with the next location to be slated for opening in El Paso, Texas sometime next year.

Tune in to this episode to learn how to go from good to excellent. An engineer by training, David Jones applied his analytical and business expertise to restaurant management education. He is the founder of The Excellence Advisory, a premier hospitality leadership development group. His approach has helped many independent restaurant operators increase their effectiveness, improve staff retention, and turn their managers into better leaders. David spent seven years on the Pal’s Business Excellence Institute, the Tennessee-based management development arm of Pal’s Sudden Service restaurant group, the only quick-service restaurant chain restaurant to earn a Malcolm Baldrige award. “The more we think like our customers, the more we realize the importance of quality and value,” says David, adding, “when we think like our staff we realize the importance of a quality work environment and being valued!” In the wake of the pandemic, David believes operators have a “second chance to make a first impression on returning guests and staff.” The winners will be concepts that engage their staff and empower their management team.

David Tripoli has 40 years of experience in the restaurant industry as a manager, multiunit supervisor, concept developer, and operations executive. He most recently directed independent restaurant company Truluck’s Ocean's Finest Seafood & Crab with its expansion to 12 units in five states with annual revenue exceeding 80 million. "Successful expansion is found within your concepts bench strength," David tells us, "because it’s a people business after all." In this episode, David shares his philosophy on management leadership development and his proven steps to follow from management selection, initial training and supervision, to ongoing development. "Management is about managing situations, but leadership is motivational and creates the positive culture today's staff members look for and deserve," says David. "Restaurants perform so much better when staff is inspired and not simply overseen." David’s successful experience with developing good managers into great leaders has helped many others grow and exceed their expectations. "Positive character development and personal growth is another result of successful leadership," says David. Considering today’s competitive labor market, it has never been more important to maintain a positive work environment where managers properly lead and staff excel and grow. This is a must-listen.