Corner Booth Podcast

Sam Ballas grew up in a restaurant family, but he chose a career in finance upon graduation from college. However, 19 years later, he met Chef Sammy Gianopoulos, a Johnson & Wales University graduate with acclaimed culinary success at multiple concepts, and decided to return to the restaurant business.  Gianopoulos yearned to create a high-quality, counter-service restaurant that could easily be replicated. In this episode, Ballas and Gianopoulos explain how combining their culinary expertise and financial acumen laid the foundation of a successful partnership. In December 2023, they created Sammy's Sliders, featuring chef-inspired Angus beef, antibiotic-free chicken, fresh fish, and falafel sandwiches. Their initial 2,200 square-foot Winston-Salem, NC strip mall location was an instant success. "The ‘two-slider tray' with fries and drink for $13 helped establish us as a great value concept,” says Gianopoulos, adding, “Today's customer expects high quality, good portion, and reasonable prices. We knew we wouldn't be able to expand without providing all three.” In October 2024, they launched a second location in Kernersville, NC and began promoting the concept as a franchise. "Expanding through franchising works best for Sammy's Sliders,” says Ballas. “We offer established operating systems, experienced financial ability, a low cost of entry, and relative ease of operation.” The future looks bright for this partnership, says Ballas going on to say, “We are keeping our focus on the three basic combined steps of successful growth — serve high-quality product, maintain a hospitable service culture, and carefully select franchisees that fit our concept and vision.”

Pop's Italian Beef & Sausage (“Pop's Beef”) has been a Chicagoland favorite for more than 45 years. The original Pop's Beef store, located at 7153 W 127th Street in Palos Heights, IL, was opened March 24th, 1980, as a small family-run sandwich concept operation. Today, it is a successful franchisor with 17 locations.  “I was born in the business,” says Kacie Dancey, the eldest of founder Frank Radochonski's four children. A University of Illinois graduate with a degree in finance, she worked in wine sales after college for two years before returning to her family's restaurant as a manager. Kacie is now the concept's vice president of operations. Pop's Beef menu offering includes freshly made sandwiches, sausage, burgers, salads, and hot dogs. Its house special, a marinated, warmed, and thinly sliced beef sandwich, is available in a variety of sizes. “We are successful because of our commitment to consistent high quality and reasonable pricing,” says Kacie. Kacie explains how she and her team overcame poorly structured early growth to create an expansion program that is flexible and successful. "We have learned from the loosely organized licensed units we had at first,” she says, adding that the business now oversees franchisees with freestanding locations, shopping center units, and convenience store kiosks. "I live by our marketing slogan, ‘Don't Worry, Beef Happy,' and spend my time between the company-owned training unit and visiting the many franchised locations,” says Kacie. Pop's Beef's short-term plan includes their continued commitment to improve operations while integrating technology into product management and marketing.

Hamp Lindsey's parents founded a small neighborhood grocery store 77 years ago. Today, it is a landmark restaurant in Spartanburg, SC.  “My father was always an entrepreneur,” says Lindsey. “He added a dining room to the store in 1949 and Wade's Restaurant grew from there.”  Lindsey held various positions at Wade's before he left to study engineering at Clemson University. In 1977, he returned to Wade's desiring to run the restaurant more like a business.  “Creating a business has always been a passion of mine," he says, explaining that his plans were inspired by business consultant and author Jim Collins and Collins's book “Good to Great”. Lindsey shares his strategy that helped Wade's become a high-volume restaurant, starting with cleanliness and basic organization and progressing to standards and systems to maintain consistency and clearer branding and marketing. “I believe more in quality than variety and found success with a limited menu that features fresh vegetables as our point of difference,” says Lindsey. “‘Have You Had Your Veggies today?!?' has been our battle cry ever since.” Wade's operates in an 8,000 sq. ft. former cafeteria that accommodates a large kitchen that serves the dining room, self-service pick-up, and a grab-and-go market. Sales are evenly divided between dine-in and pick-up and take-out business. Lindsey says he is proud of his 135-member staff. “We work hard to capture their interest at orientation and keep them engaged through cross-training and ongoing development programs.” He believes his success is based on three principles: 1) follow the best examples, 2) keep things simple, and 3) maintain consistency.

As a youngster traveling and dining out with his grandparents, William “Ford” Fry developed an interest in restaurants. "I wasn't a very good student in school and didn't do well working restaurant front-of-house positions, but when I attended culinary school in Vermont, something clicked and I found a love for cooking," says Fry. That love for cooking and his creativity led him to develop 26 award-winning restaurants in five states.  “I started slow,” he explains. In 2007, he opened Junction, a casual farm-to-table concept. At the time, he met one of his repeat guests Phil Hickey, the founder of Capital Grille. Hickey provided Fry with advice and encouragement that helped him go on to create new signature concepts. In this episode, Fry shares five steps of successful concept development. "What begins with a dream, turns into a vision and becomes reality through managing the process," says Fry.  Today, Rocket Farm Restaurants operates concepts in the Carolinas, Florida, Georgia, Tennessee, and Texas. They include Superica, St. Celia, Beetle Cat, The Optimist, State of Grace, and Little Rey. “I see myself as part instructor and part caretaker because newer concepts take instruction, while my more established restaurants require refreshing,” says Fry, who distinguishes chef-driven individual concepts from multi-unit concepts. “We should never settle or be satisfied with current successes, but instead continue to work on finding ways to improve."

Knowing full well the challenges of the restaurant business as a line cook at his family's Atlanta restaurant, Federico Castellucci chose to study finance at Cornell University. However, he switched to the university's hotel administration & hospitality program where his enthusiasm for the restaurant business was fueled by encounters with luminaries such as Danny Meyer and Michael Mina. Castellucci went on to assume a failed franchise location to create and launch Sugo, his first concept in Atlanta. “Passion alone can be a recipe for misery in this business,” he says, “but add a lot of hard work and a great team and it becomes magic.”  Sugo‘s first nine months were difficult, but the concept became established and profitable. Castellucci began planning his next concept. In September 2009, the Iberian Pig opened.  The transition from restaurant operator to owner of a restaurant company required changing his responsibilities and creating a support team. Family members along with management and key staff helped him develop his winning strategy, operate efficiently, and grow successfully.  By 2014, he added the concepts Double Zero, Cooks & Soldiers, Basque, and Mujo to the Castellucci family of restaurants. In this episode, Castellucci explains how his small support team is critical to the creation and management of the company's multiple concepts. “I prefer a horizontal structure and engagement from my operating partners in the field,” says Castellucci, adding “we include management in decisions and provide an incentive bonus program meant to share the wealth.” Castellucci Hospitality Group currently operates seven concepts in Atlanta and Nashville, with additional units being developed in Florida and North Carolina. “My role is to balance exploitation, the duplication of existing brands, with exploration, the creation of new concepts,” says Castellucci. “I try to choose the one best thing I think we can do each year."   

“There is a lack of information and some actual misinformation regarding current immigration policies do deal with today,” says immigration attorney Jacob Monty, a partner with Texas law firm Monty & Ramirez, LLP. Monty serves on both the James Beard Foundation and the Texas Restaurant Association boards of trustees and advised the George W. Bush administration on immigration reform. “When it comes to targeted arrests, the hysteria is much worse than the reality," says Monty. "Violators have typically been notified to deport but have ignored the order and are usually picked up at their homes as to not disrupt employers and other public places.” In this episode, Monty explains what restaurant operators should do when faced with notice of intention to audit (NOI), as well as the steps for accepting and filing employees I-9's.  He also explains how to prevent I-9 audits, the self-auditing process and correcting errors, and avoiding fraudulent I-9 requests and other scams. As a restaurant operator, proper I-9 compliance means one less thing to keep you awake at night. Tune in for useful guidance to clarify the process.

Long Before Sarah Lieberman and J.C. Ricks were awarded “Best Chicken & Waffles” in the country by Good Morning America in 2023, they were running Dandelion Cafe, their 40-seat breakfast and brunch concept in Bellaire, TX.  As a teen, Lieberman worked in her parent's pizza restaurant.  After a brief career in the oil industry, she returned to hospitality in 2016 to open Dandelion Cafe. Ricks had studied culinary arts and began his career in fine dining before meeting Lieberman and joining her at Dandelion Cafe. Their relationship blossomed personally and professionally into a partnership that grew Dandelion Cafe from a small coffee and pastry shop to a popular neighborhood breakfast and brunch concept. Known for their creative approach to breakfast, Lieberman and Ricks offer a seasonal menu with fresh local products. Specialty items include lemon blueberry and brioche strawberry French toast. Ricks manages the kitchen and Lieberman is responsible for service and operations. "We work very well together and have created a sense of family among our staff,” says Lieberman, crediting the positive work environment for building a team that helped expand the concept to three units. Adds Ricks, “Being married and parents helps us to lead with empathy and better engage and support our staff.” In this episode, Lieberman and Ricks share advice for creating and growing a successful concept, emphasizing the importance of creativity, community involvement, and satisfying the customer. “Success is much more than serving good food and beverages,” says Lieberman. “It's bonding with your guest."

Brian Mills and his business partners researched dining trends and successful restaurant concepts before creating CHOP5. “We chose health, freshness, and quality at a reasonable price as the basis of our concept as we saw those items as being most important to today's dining consumer," says Mills. CHOP5 now operates restaurants in Ohio, Florida, and Colorado with plans for franchise growth. CHOP5 offers fresh-made salads, soups, rice bowls, and sandwiches at 2,000 square-foot counter-service units with open kitchens, limited-seating dining, and take-out service. “We have a tremendous online ordering presence with 40% to 50% of revenue coming from our website and third-party delivery,” says Mills. Most units are located in residential markets where late afternoon, dinner, and weekend traffic account for most sales. Mills explains how counter service doesn't have to be a lackluster guest experience. "We strive for eyeball-to-eyeball interaction with each guest,” says Mills, describing the concept's “guest acknowledgment, suggestive selling, menu explanation, and show of appreciation.” Staff selection, training, and development are significant unit management responsibilities at CHOP5. "Choosing franchise partners is where it all begins,” says Mills, adding, “There must be a compatibility with our concept's culture, quality initiatives, and operating environment.”  With new store openings on the horizon. CHOP5's near-term future looks bright. However, as Mills notes, the concept's goal is finding quality franchisees not simply growing the number of units.

From playing professional basketball to owning a successful multi-unit foodservice management company, George Tinsley is committed to excellence.  “Life was difficult for me as a child growing up in Louisville, KY. My stepmother died when I was 13 and I was having a difficult time in school. One teacher recommended I quit but it was another very special instructor that mentored me and introduced me to sports that turned my life around.” Standing at 6'5'', Tinsley was a basketball standout in high school and was heavily recruited by universities. “I was drafted by the Chicago Bulls in 1969 and although I had a short, exciting professional career, it is my life's work with restaurants that I am most proud of,” says Tinsley.  He started his restaurant career as a trainer with Kentucky Fried Chicken (KFC) in Louisville and even worked with founder Colonel Sanders on the company's first train-the-trainer program. Tinsley later supervised of 50 units and eventually became a franchisee. By purchasing franchises, Tinsley expanded the business to 12 locations. In 1995, Tinsley partnered with management concessionaires to own and operate airport restaurants and launched Tinsley Family Concessions. The company now operates several concepts in airports in Kentucky and Florida In this episode, Tinsley explains how  independent operators can open units at airports and other non-traditional locations, including the selection process and the advantages and challenges. Today, Tinsley Family Concessions operates over 30 locations with brands that include KFC, Starbucks, Chilis, Pizza Hut, Burger King, PF Changs, and Pei Wei.

Penn Station East Coast Subs celebrates its 40th anniversary this year! Lance Vaught joined founder Jeffrey Osterfeld in 2002 as a franchise adviser charged with improving unit performance. “I really connected with the challenges and concerns of small business operators and saw our franchisees more as brand ambassadors," Lance tells us. What started in 1985 as a small bagel shop and delicatessen in Dayton Ohio has grown into a 320-unit group of businesses located in 14 states. "I like to think our continued success and growth is due to the respect we show our guests and franchisees every day," says Vaught. Penn Station East Coast Subs demonstrates its respect for its guests by its commitment to value. Lance explains “A value experience is offering really good quality, consistently served by a friendly staff at a reasonable price.” Penn Station values its large group of franchisees and demonstrates that by respecting their return on investment (ROI). "We continue to review the capital investment requirements and work tirelessly to improve our franchisee's unit profit, says Vaught.  In this episode, we learn how to properly structure a franchise advisory council (FAC) and how engaging with the Penn Station FAC has led to improvements in concept size and efficiency, purveyor selection and marketing as well as the integration of technology. The menu has grown slightly from the original four sandwiches, hand-cut french fries and freshly made lemonade to include salads, wraps and specials….but ownership's commitment to a valuable experience remains the same.  “Our franchisees are carefully selected," Lance tells us, "we take our time to be certain they are compatible with our vision and values...after all, we aren't building a business, but growing a family of brand ambassadors!" 

At 21, Troy Guard left community college in San Diego to return to Hawaii, his birthplace, where he mentored under Roy Yamaguchi, celebrity chef. Guard recounts, “I started in the pantry, worked my way through the kitchen, and over the next eight years opened restaurants with him [Yamaguchi] in Tokyo and New York City.” At 38, Guard opened his first restaurant in Denver. “I knew the culinary side of the business pretty well,” says Guard, “but I had to quickly learn financial management and people development.” Today, Guard is the owner and chef of the 12-restaurant TAG Restaurant Group. The company describes its eight concepts as ranging “from a bubbly breakfast joint, HashTAG, to the quick-casual Bubu, to the show-stopping modern steakhouse, Guard and Grace, and everything in between.” In this episode, Guard explains how building the right team and delegating responsibilities became the foundation of his business expansion. "Today we successfully operate TAG Burger Bar, TAG Raw Bar, Sugar Mill Bakery, Los Chingonas Taqueria, and Guard & Grace Steakhouse because of the team we developed and the modifications I made to my role.” Guard recommends that operators who wish to grow their concepts follow three steps: First, place yourself in the role that fits you best. Second, fire yourself from other responsibilities to allow the right person room to perform them. And third, implement systems and procedures for consistency.  Trust your people but place your faith in the systems. Guard envisions a bright future for the TAG Restaurant Group. "Our short-term priorities include a focus on implementing appropriate technologies that improve operations while continuing to emphasize the guest experience."

“My family had a farm in North Dakota,” says Michelle Korsmo, CEO of the National Restaurant Association. “I was raised knowing that helping each other was the best way to help ourselves and that together people really can make a difference.” Korsmo gained early restaurant experience working at TGI Fridays before becoming a state government lobbyist. From there she transitioned to CEO positions with the American Land and Title Association, the National Wine and Spirits Association, and eventually the National Restaurant Association. Korsmo discusses her responsibilities as CEO which go beyond member representation and lobbying. “Watching the growth of education among students is particularly satisfying,” says Korsmo, adding, “The food safety, culinary skills and management development provided through our Pro Start program is successfully training our future leaders." According to Korsmo, the association's acquisition of RestaurantOwner.com increased its engagement with independent restaurant owners and operators via education and support. “I believe it is the absolute best collection of information and education for the hands-on restaurant owner available on the web today.” As for the future of the restaurant industry, Korsmo envisions employment and sales growth, increased competition, and additional use of technology. “The National Restaurant Association will continue to use its efforts to best represent our interests while supporting the membership with the rapidly evolving industry we are a part of."

When Peter Yang's parents immigrated to San Diego from China, they did not aspire for their children to be employed in food service. “My parents were trained designers in China, and had always hoped their children would graduate college and choose professional careers,” says Yang. Nevertheless, he grew up in the family restaurant and went on to develop Pokeworks, the world's largest fast-casual, premium Poke brand with 70 locations nationwide. After earning a degree in engineering and a brief corporate internship, Yang joined his father and brother to open a full-service Chinese restaurant in Flushing, New York. “My interest was always in restaurants, and my passion to create is what led my brother and I to develop our own concept.” Yang credits the growing healthful dining trend and his childhood visits to Hawaii as inspirations for the inaugural Pokeworks location in 2015, a 700-square-foot counter-service unit. Pokeworks' fresh, healthy, and crave-able take on traditional poke bowls, burritos, salads, and sides was an immediate success. “Our initial thought was to expand slowly; but we received over one million views on Insider Food [a social media food network], creating tremendous interest in growth.” Here, Yang details his business development process from concept ideation to expansion to franchise development. He also explains how cross-utilization of fresh seafood contributes to interesting menu offerings and managing food costs. Pokeworks' current 1,200-square-foot counter and limited on-site dining units operate with relatively few staff and produce more than 30% of the concept's sales from online guest pick-up orders.

Eatzi's Market & Bakery (Eatzi's) was created by award-winning concept developer Phil Romano in 1996 as a joint venture with casual dining restaurant company Brinker International, Inc. Soon after its launch, Adam Romo joined Eatzi's as the company's first CFO.  "The initial acceptance was way above expectations," says Romo, adding, "The concept successfully offered something new and different, restaurant-quality cooking in a European market setting." With multiple open kitchens, the aroma of fresh baked goods, and opera playing in the background, Eatzi's entertained customers and quickly developed a loyal following. Eatzi's successful Dallas debut led to expansion in Atlanta, the District of Columbia, Houston, and New York City. However, says Romo, "Expansion was not successful, and the profit drain led to a sale to a profit equity firm that had difficulty with continued operation and eventually went into bankruptcy." In this episode, Romo explains how Eatzi's was revived when Phil Romano purchased it out of bankruptcy in 2006 and Adam rejoined the group as its CEO. "We learned from our mistakes with location, size of facility, and operational challenges," says Romo. Extensive customer research was the foundation of their new business model. "We learned that our guests look to us for quality, convenience, theatre, price, and value so every decision made must enhance those five branding principles."  Today Eatzi's operates seven successful Texas locations in Dallas, Ft. Worth, Plano, and Grapevine. The units are 5,500 square feet, trimmed down from the concept's earlier 10,000-square-foot locations. Off-premises dining accounts for 90% of Eatzi's sales with on-premises business accounting for the remaining 10%.  Eatzi's appears poised for future growth with its commitment to quality and personal guest service. The concept continues to provide convenient online ordering, delivery, and "grab-and-go" sales for which it is famous.

Emily Hunt Turner is the founder and CEO of All Square Enterprises, a Minnesota non-profit organization. A former civil rights attorney, she created a restaurant and food truck business that provides a fresh start for people with a criminal record. Says Emily, “By investing in those recently released [from prison] and those with criminal records and trying to move forward, we provide a sense of purpose and appreciation while receiving a loyal hard-working family of staff members.” The organization's name suggests being “all square” with society. She launched All Square Enterprises six years ago as a small cafe seating 50 people and operating five days a week from 11 am to 8 pm. Its specialty grilled cheese sandwiches are served in four squares, each representing four steps of entering society from incarceration -- space, light, open, and free. The sandwich varieties include basil pesto, Jamaica jerk, and jalapeño popper with fries, soup, and salad as sides. In this episode, Emily shares how she learned to overcome her lack of restaurant experience and how her unusual opening promotion succeeded in raising startup capital. "This truly took a village to open,” she says. “We had assistance from community members to assist with design, construction, and equipment. She adds,” But my offering free grilled cheese sandwiches for life promotion for [a donation of] $1,000 was miraculous. We had 62 responses allowing me to have the necessary funds to open.” Emily spends time with staff and management at the restaurant and attends food truck promotions, but she works primarily on the organization's fellowship program. "We offer family services and legal assistance. We also teach entrepreneurship as a way of preparing our staff members for the rest of their lives." 

Sisters Jackie and Jessica Rodriguez started working in the family restaurant business as teenagers. With time and hard work, they have grown into leadership positions in this successful multi-concept hospitality company in El Salvador. What started as a San Salvadorian bakery created by their grandparents, grew into a 20-unit chain under the leadership of their father.  Sixteen years ago, the family jumped at the opportunity to purchase a small hotel and their concept diversification plan was underway… Today Grupo Lorena consists of Hotel Villa, 16 Lorena bakeries as well as Don Beto Cafe, Fontana Bar and Restaurant, and La Tartaleta. The family decided to become a franchisee of the Japanese seafood concept, Sushi Koi as a way of continuing its multi-concept expansion.  "We believe it is important to pioneer concepts, becoming the first in the San Salvadorian market helps us create impact, further our growth and increase our brand value" says Jessica, who heads up Marketing and Brand Management. In this episode, we learn the distinction between a family operating restaurants and a restaurant business that happens to employ family members. Jackie, who leads operations, purchasing and Human Resources explains, "You don't simply get a position in the company because you are family…you must qualify and get selected based on education and experience." This is a story of successful concept development, profitable operations and strategic expansion by a family that has created a culture of responsibility, accountability and reward.

In 2014, Cameron Gerber bought a hotel and restaurant near his home outside Varney, a small community in Ottawa, Canada. After trying to sell the real estate, he and his brother Andrew opened a casual full-service concept on the property, with no restaurant experience. Their first restaurant struggled until they renovated it into Pebbles Family Buffet, which became a local hit.  The success of the buffet, fresh bakery, and gift shop required the brothers to develop operating systems and procedures to improve efficiency and profitability. "We learned so much from the information and operating materials we found on www.restaurantowner.com, it remains our go-to reference to this day," says Cameron.  In 2019, Pebbles Family Buffet increased its guest capacity to more than 250 seats and expanded its food-to-go program. They built a 10,000-square-foot commercial kitchen for the Pebbles Pantry, which delivers seven popular dinner offerings to more than 100 community grocery stores.  In this episode, Cameron explains the importance of the business's relationship with its staff and how his vision of Pebbles as a family became a reality. Says Cameron, "We show our care by involving our staff members in our daily operations, menu planning, and community marketing." Over the next few years, Cameron and Andrew say they plan to continue their commitment to expansion, marketing, and staff. "We see Pebbles with an expanded bakery and gift shop and a pantry that has doubled in its production," says Cameron.

Alex Eagle was general counsel for Austin, Texas-based fast-casual concept Freebirds World Burrito before becoming its chief executive officer in 2018. Albeit his hands-on restaurant experience was limited, he forged ahead with plans for the concept's improvement, leaning on his attention to detail and ability to motivate others. Quoting Jim Sullivan, CEO and founder of leadership and development training site Sullivision.com, Eagle says, "Good leaders may not have all the right answers, but they have all the right questions." He adds, "And I had plenty of questions." Eagle had no question that Freebirds was an exciting concept with great quality and an energetic team, but he found many of the units were underperforming. "Previous leadership may have spent too much time on brand expansion and not enough on consistent operations," says Eagle. Thus, Eagle spent time with unit managers and staff to discover opportunities for improvement. He gained confidence to implement a three-step program. The first step was improving both operating consistency and kitchen efficiency. Step two was keeping staff members happy. Says Eagle, "Going above and beyond staff expectations in the areas of quality of work, compensation and quality of life became our mantra." Step three involved marketing product quality and promoting successful limited-time offerings. His efforts paid off. Freebirds World Burrito completed its past fiscal year with increased sales, improved margins, and 64 profitable Texas units. Since this recording in August 2024, Freebirds World Burrito was purchased by Texas-based Sun Holdings, Inc.

Tom O'Keefe is managing director of the 17-unit Louisiana and Texas family-style concept Southern Classic Chicken. O'Keefe says that he was initially drawn to the company by its 35-year customer following that he describes as "cult-like." Says O'Keefe, "Brothers Howard and Leon Fanning had just taken over operations and were placing emphasis on growth when I decided to join. The combination of qualified people, a popular product line, established operating procedures, and great unit-level economics made this scalable." In this episode, O'Keefe explains how his legal background and previous experience with Al Copeland's restaurant enterprises helped him successfully build the Southern Classic Chicken franchise program. "Growth through franchising requires proper selection and consistent field support," says O'Keefe. "We pride ourselves on working hard at both." Among the concept's menu offerings are bone-in chicken by-the-piece and a chicken tender sandwich — the D.I.Y. Chicken Sandwich. Most of the company's locations require half- to one-acre sites to accommodate free-standing units offering seated dine-in service, a walk-up order pass thru, and a drive-thru order window. In 2025, the company plans to launch a smaller unit design with less on-premises seating and more space dedicated to walk-up and drive-thru service. Southern Classic Chicken's adherence to hospitality business fundamentals has helped it maintain high customer loyalty and better than industry average unit sales volume. Says O'Keefe, "In the short term, we plan to keep our emphasis on customer service and consistent operations while we continue to grow throughout the Louisiana, Arkansas and Texas markets."

As immigrants from the Soviet Union and speaking little English, Piroshky Piroshky Bakery's founders launched the business 32 years ago in a 350-sq.-ft. space at Seattle's Pikes Peak Market. In this episode, owner Olga Sagan tells how her grandparents created an Eastern European pastry business that is now a nationally recognized brand. "Quality never goes out of style," says Olga. "We use the finest ingredients and follow the same traditional family recipes every day when making our sweet and savory Piroshkis," she adds. "The secret is in the dough. Our daily offering includes traditional piroshki such as cabbage and rice, beef and cheese, and potato and cheese, as well as new popular additions like veggie chipotle, and smoked salmon. Our sweet offerings include chocolate cream hazelnut and cinnamon cardamon braided twists." Olga joined the family business 24 years ago. She quickly saw the need for operating systems to improve consistency and efficiency. "My finance background was very helpful in structuring the growth of the business." Soon after, the concept had three Seattle locations supported by a production commissary. Olga bought the business in 2017. Within two years, she added two locations and offered online ordering for pickup and delivery. Her pop-up locations in several cities to build awareness of the brand led to Piroshky Piroshky Bakery's successful nationwide shipping business. "I am very excited about our short-term future," says Olga. "We have a great team of people and a pastry with a point of difference. California is currently a huge online market for us and may become our next retail market area."   Learn more at www.piroshkybakery.com  

Getting "money, money, money" to finance their businesses is always a hot topic of interest for restaurant owners and operators. Meet Celeste Deal, chief sales officer with ARF Financial. She has 24 years of funding experience and has provided more than $120 million in 12,000 different transactions with small-business operators.  Here, Celeste shares her knowledge to help us secure funding, manage debt, achieve a return on investment, and prepare for succession planning. In this interview, we can learn the essential steps of restaurant debt consolidation, expansion, and improvement.  Celeste illustrates how one restaurant's plan to expand into a space next door was consummated with two loans. The first financed design, construction, equipment, and decor. The latter financed small wares, inventory, and working capital as needed.  She also explains how food truck operators can obtain funding to move to brick-and-mortar locations and how established restaurants can finance trucks for catering.  Learn from an expert on successful start-up, expansion, and franchise financing in this "must-listen" episode.

Mike Stasko, president of Columbia, Ohio-based Sunny Street Café, was influenced by his father's career in the restaurant equipment and supply business. He eventually went to work with his father at Rise & Dine, a breakfast and lunch concept where Mike learned how to manage its operations and business development. Mike rebranded Rise & Dine to Sunny Street and opened the first of what would become eight Columbus locations.  In this episode, we learn what makes Mike's full-service breakfast and lunch restaurant business successful and how he is growing it via franchising. Says Mike, “Franchising is the best way of getting into the business for yourself without being by yourself,” adding, “We have been very careful with the franchise partners we select and continue to actively support them.” Sunny Street is open from 6:30 am to 2:30 pm daily. Each unit seats 100 to 120 guests, with space for private and group dining. “Most locations are in suburban shopping centers, making the family our primary guest. Weekends are huge,” says Mike. “Children have helped our pancakes become the number-one seller.”   Sunny Street recently redesigned its packaging for off-premises dining to meet growing customer demand for third-party delivery and curbside pick-up, which account for approximately 20% of sales. Mike's immediate goals include maintaining strong daily operations, growing the catering and delivery business, and supporting Sunny Street's 22 franchisees in Ohio, Illinois, and Texas.

Giorgia Caporuscio was born in the small town of Terracina, Italy, an hour from Naples. In her youth, she dreamed of becoming a flight attendant to pursue her love of travel. At 19, she moved to New York City to work in her father's pizza restaurant. The experience changed her direction. “It was love at first bite,” says Giorgia, adding “I became intrigued with the process of authentic pizza making and wanted to master the art.”   Giorgia traveled back to Italy to study under master pizza maker Antonio Biglietto in Naples, and she went on to win first place in the World Pizza Championship. In 2019, she returned to New York City to attend culinary school and, upon graduation, take over operations of Don Antonio, her father's initial restaurant. In this episode, Giorgia shares her story of how she succeeded in New York City's competitive Hell's Kitchen dining market and the specific challenges, including: Balancing the dynamics of a traditional family business with today's demanding labor market. Maintaining the traditional menu while meeting the tastes of today's diners. She also explains: Why in-house delivery works better than third-party delivery post-Covid. How to enhance the guest experience through staff training and improved processes.

Fuwa Fuwa is Japanese for Fluffy Fluffy, which, in this case, also translates to a successful, fast-growing soufflé pancake concept. Benson Lau started in 2018 with one small cafe in Toronto and has quickly grown his business to 40 locations throughout Canada, the United Kingdom, and the United States. During the summer of 2024, Benson and his team opened their newest unit in Orange County, California.   “It's incredible to experience this. I am overwhelmed by the acceptance of our unique soufflé pancake menu,” says Benson. “Our point of difference is truly the menu offering. Guests tell us they have never seen such light fluffy soufflé style pancakes for breakfast, dessert and all day.”    Fluffy Fluffy is a counter-service, open-kitchen concept, with units that range in size from 1,200 to 2,400 sq. ft. Most locations seat 30 to 40 guests and are open from 11 a.m. to 8 p.m.    “The addition of our crunchy waffle sandwiches called Croffles, along with our wide variety of desserts and coffees, help us build guest traffic during lunch and early evening hours,” says Benson. Although these delicate soufflé items may not travel well, most Fluffy Fluffy locations post 20% of revenue from pick up or delivery.   In this episode, Benson explains his approach to daily operations and his short-term growth planning. Benson says, "I see myself as the team captain. Our success depends on people having fun while working well together. We offer today's guests an affordable luxury that is sweet and healthy. As long as we are able to enjoy our work, we will continue to share our happiness one pancake at a time.”

Business school graduate Darren Spicer studied the success factors of the growing regional coffee sector while managing a unit of drive-thru coffee chain Dutch Bros. He and his two co-founders developed the drive-thru specialty beverage concept Clutch Coffee Bar, which was launched in 2018 in a second-generation drive-thru location in Mooresville, North Carolina.   “We succeed because of our commitment to offering quality and a well-trained staff that remains focused on the guest,” says Darren. “Mastering the brief conversation is what we like to call our approach to guest service. It has become our motto.”   The 450- to 850-square-foot walk-up and drive-thru kiosks are popular havens for those looking for freshly roasted coffee, cold brews, specialty energy drinks, smoothies, and shakes. Growth came quickly, with the concept's second through fifth locations in second-generation takeovers that required little remodeling. The three owners each assumed responsibility for different areas of the business, allowing Clutch Coffee Bar to succeed in operations, marketing, and expansion more quickly. With 10 units and plans for nine more, Clutch Coffee Bar is quickly becoming one of the fastest-growing concepts in the Carolinas.  

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.”