Restaurant Owners Uncorked - by Schedulefly

Trey Morgan and Derek Copeland of Sentinel Grove Partners pull back the curtain on the high-stakes world of restaurant real estate and private equity. The trio explores the critical importance of the landlord-tenant relationship, viewing it as a long-term partnership rather than a mere transaction, and discusses the shift toward a "landlord's market" in high-growth regions like the Sunbelt. Beyond the numbers, Trey and Derek emphasize that successful investing is about "betting the jockey, not the horse," highlighting how exceptional leadership, staff retention, and clear succession planning are the true indicators of a concept's longevity in an unpredictable economy.10 Key Takeaways Interview Your Landlord: A lease is only as good as the people behind it. Talk to existing tenants to see how the landlord handles crises before signing. Bet the Jockey, Not the Horse: A great concept (the horse) will fail with a poor operator, but a great operator (the jockey) can pivot and save a concept during a "black swan" event like COVID-19. The "Disproportionate" Equity Model: A popular funding structure involves paying investors back 100% of their capital first; once de-risked, the profit split shifts in favor of the operator. Staff Longevity as a Metric: High retention (e.g., staff staying 20+ years) is the ultimate green flag for investors, signaling a healthy culture and operational stability. The "Landlord's Market": In high-growth areas like the Southeast, low vacancy and high demand mean rents are spiking, requiring operators to be faster and more prepared during negotiations. Banking is still Face-to-Face: Despite digital trends, walking into a branch and looking a lender in the eye is still the best way to secure capital for a restaurant. The Rule of Three Banks: Operators should maintain 2–3 banking relationships, as individual banks may lose their "appetite" for the restaurant sector depending on the economic cycle. Inflation Beyond Rent: It's not just the base rent; skyrocketing "Triple Net" (NNN) costs—taxes, insurance, and maintenance—are the biggest current headwinds for operators. Succession Planning is Mandatory: Investors need to know what happens if the founder "gets hit by a bus." A business that can't run without its owner is a risky investment. Tenant Mix Matters: Successful real estate development requires a balance; too many restaurants in one center creates parking "cannibalization," hurting everyone's sales.

Wil peaks with Enga Stanfield, co-owner of multiple Mattenga's Pizzeria in San Antonio and Head of Community at Owner.com. Enga, an Iranian-born former engineer with no prior restaurant experience, shares how she and her husband Matt transitioned from engineering to restaurant ownership in 2014 by purchasing a struggling pizzeria, initially losing significant money due to inexperience. Through relentless grassroots marketing, obsessive cost control, data-driven location selection, and frugal self-funded growth, they turned the business around, expanded to multiple locations, achieved consistent strong sales growth, and built a profitable family-oriented operation that prioritizes community giving, strong systems, and work-life balance while preparing for potential franchising.10 Takeaways No experience required, but commitment is essential: Enga and Matt had zero restaurant or business background yet succeeded through sheer passion, grit, and a willingness to learn from expensive mistakes.  Obscurity is the biggest enemy: The real problem isn't perfect recipes or discounts, it's getting known. Aggressive, consistent marketing (guerrilla tactics, drop-offs, parades, costumes) is the owner's primary job.  Babysit numbers, not people: Obsess over P&L, labor percentages, food costs, and sales forecasting—small percentage improvements on large volumes create massive profit impact.  Hustle beats excuses: External factors (bad location, competition like Chick-fil-A) are irrelevant; successful owners take full responsibility and aggressively pursue customers.  Give to receive: Donating hundreds of pizzas monthly, supporting schools with spirit nights, and community involvement builds loyalty and drives long-term growth.  Location math matters: Use free tools like USPS Every Door Direct Mail to analyze household density, income levels, and demographics to ensure a site can support target sales and profit margins.  Break growth into simple math: Reverse-engineer sales goals into daily orders needed, then create targeted marketing plans to acquire and retain those customers.  Build systems and people, not just rockstars: Strong operational systems and deliberate team development allow scalability. Doing $15/hour tasks yourself prevents building a real business.  Negotiate everything: Leases, vendor prices, contracts: always ask, build in exit protections, and never sign desperate deals. Walking away power is crucial.  Profitability enables generosity: Running a tight, systematic, profitable operation allows you to pay people well, give back to the community, and maintain a thriving family life.

Israel Jiles reflects on his evolution from managing elite, high-volume establishments like Catch NYC and partnering with Montclair Hospitality Group (Ani Ramen) to founding his passion project, Po Boy Riche. The episode captures the pivotal moment around the one-hour mark where Jiles discusses the decision to leave the security of established hospitality groups to build something deeply personal.The discussion centers on the "uncompromising pursuit of authenticity"—from shipping legendary Leidenheimer bread directly from New Orleans to ensuring his beignets rival those of Café Du Monde. Jiles explains that Po Boy Riche isn't just a restaurant; it's a cultural bridge. He shares insights on the grit required to launch in the competitive Jersey City market, the importance of operational excellence learned in the "big leagues" of NYC dining, and his philosophy on community-centric business, exemplified by the restaurant's "Artist Wall."10 Takeaways The Power of Provenance: Authenticity isn't a buzzword, it's a logistics challenge. Jiles emphasizes that using authentic New Orleans French bread is non-negotiable for the brand's integrity. The Pivot to Purpose: Transitioning from high-end "trendy" dining to casual soul food requires a shift from selling status to selling comfort and heritage. Operational Rigor: His experience at Catch NYC provided the blueprint for scaling and maintaining consistency, even in a cozy 20-seat neighborhood spot. Strategic Partnerships: The collaboration with Chef Darrell Raymond (with 25+ years of experience) shows that even a "simple" sandwich shop benefits from high-caliber culinary leadership. Catering to Modern Palates: While rooted in tradition, Jiles highlights the necessity of inclusivity, offering vegan and gluten-free options like BBQ mushroom po' boys. Cultural Stewardship: He views his role as an ambassador of New Orleans culture, ensuring that the "debris-style" fries and chicory coffee are educational moments for customers. The "Leap of Faith": Around the 83-minute mark, Jiles addresses the psychological weight of leaving a successful corporate partnership to start from scratch. Community as Interior Design: By featuring local photographers on the "Artist Wall," the restaurant becomes a living gallery that belongs to the neighborhood. Marketing Through Tradition: Using "Big Game" catering and weekend brunches (like Hummingbird French Toast) creates multiple "entry points" for different customer demographics. The Mastery of Simplicity: The episode concludes that doing a few things perfectly (the po' boy, the beignet, the gumbo) is more impactful than an overextended menu.

Asheville-based restaurateur Jacob Sessoms shares his 26-year journey from a trade-focused background in electrical work to becoming a James Beard-nominated chef. Sessoms details how his early experience in construction provided a unique "unfair advantage" in the restaurant world, allowing him to maintain his own facilities and stay resilient during lean times. He discusses the difficult transition from being a passionate cook to a disciplined business owner, highlighting the shift from sole proprietorship to a sophisticated investment model that allows for shared risk and growth. Throughout the conversation, Sessoms advocates for "running into the storm" like a bison, viewing failures, including the 2008 crash and COVID-19, as essential educational assets that build long-term grit and operational strength.10 Key Takeaways Technical Skills as Leverage: Jacob's background as an electrician allowed him to fix his own equipment, saving thousands in repair costs and proving his worth in NYC kitchens. The "Bison" Mentality: While cows run away from storms (and stay in them longer), bison run into the storm to get through it faster. Successful owners face challenges head-on. Cooking vs. Business: Opening a restaurant isn't about "making food"; it's a business of managing rent, debt, and payroll. The food is often peripheral to the objective of the business. Failure as Tuition: View financial setbacks (like a $14,000 audit) as the price of a business education you didn't get in a classroom. The Advantage of Being Under-Capitalized: Starting "scrappy" forces owners to learn every facet of the operation, building a foundation of resilience that over-capitalized owners often lack. Evolving Ownership Models: Moving from a sole proprietorship to raising equity from investors can provide a safety net and allow owners to "breathe" during cash-flow crunches. Economic Cycles: Recognize that the economy operates on 8-to-12-year cycles; understanding this helps owners prepare for the inevitable "down" periods. Strategic Partnerships: Success often relies on strong partnerships. Jacob continues to work with his ex-wife and primary business partner, Alicia, to manage their diverse portfolio. Turning Adversity into Opportunity: Jacob's first restaurant, Table, was born after a potential partner's struggles left him holding a lease he had to navigate alone. Practical Education: Jacob preferred the French Culinary Institute because it was 100% lab-based with no classrooms, emphasizing that hospitality is a craft learned by doing.

Sue Straughan, a tenured hospitality specialist and Corporate Director of Business Solutions for the food distributor Ben E. Keith, shares her remarkable 40+ year journey in the industry, detailing how a necessity job at Baskin Robbins evolved into a profound passion. The discussion centers on her pivotal experience working for Houston's restaurant, where she learned that "chaos and hospitality could coexist in a way that was beautiful", and how she applied these high standards to help turn around the struggling James Coney Island chain. This success was achieved not by raising prices, but by relentlessly focusing on systems, consistency, team pride, and the overall guest experience, demonstrating that flawless execution on the basics is the key to driving sustained sales and word-of-mouth growth.10 Takeaways  Prioritize Execution over Complexity: The most successful businesses, especially in restaurants, focus on doing fewer things perfectly rather than many things averagely. This requires a constant discipline to maintain simplicity. Hospitality and Chaos Coexist: High-volume restaurants (like Houston's with 1-3 hour waits) prove that it's possible to execute 100% flawlessly and maintain composure ("calm in the middle of chaos") by having robust systems and an intentional team culture. The Menu Should Serve the Concept: Keep the menu small and focused (e.g., Houston's one-page, 22-item menu). Introduce new items only if they meet strict time standards (e.g., eight minutes at lunch) and, if needed, replace an existing item to prevent complexity creep. Structure and Systems Build Culture: Employees thrive when they know what is expected of them. Implementing detailed, consistent systems, from cleaning standards to specific service greetings, creates a "well-oiled machine" and instills a sense of pride in the team. Invest in Your Team's Pride: Simple things like new uniforms, standardized training, and daily pre-shift meetings can significantly boost team mentality, tenure, and passion by making employees feel valued and reinforcing the importance of their role. Sales Growth Should Precede Price Hikes: The turnaround at James Coney Island focused first on driving sales by improving the guest experience before considering raising prices. The four ways to drive sales are: raise prices, encourage higher spend per visit, increase visit frequency, or attract new customers. Focus on Low-Hanging Fruit for Revitalization: Start improvement efforts by addressing what the customer sees first, such as clean parking lots, fresh paint, working signage, and clear glass. These visual cues are essential for first impressions. Measure and Reward Hospitality: Implementing a rigorous system like a 10-page mystery shopper report, coupled with accountability and financial rewards for achieving high scores (e.g., $1,000 manager bonus), can directly correlate with rising sales. Focus on What You Can Control: Don't rely on external factors like the weather to drive business. Concentrate effort and resources on perfecting the inside of your four walls: the guest's experience from driving by to walking out. Reverse-Engineer Customer Frustration: Identify the top five things consumers are most frustrated with in your industry (e.g., long waits, inconsistent quality) and intentionally do the exact opposite to stand out and "blow their mind."

This episode features Donnie Madia of One Off Hospitality, a James Beard Award-winning Chicago restaurateur, discussing the paramount importance of human connection, service, and soul in hospitality. Madia shares his origin story, starting as a bartender who learned to view himself as an "independent contractor" focused on cultivating customer relationships. He critiques modern distractions, calling mobile phones the "contraption" that destroys in-person dialogue. While he supports using AI for administrative tasks, he strongly opposes its intrusion into service roles, citing a machine that folds napkins as an example of soul-destroying automation. Finally, Madia highlights his support for The Giving Kitchen, an organization providing essential mental and financial health lifelines to hospitality workers in crisis.10 Takeaways Independent Contractor Mindset: Madia spent 10 years bartending, learning to build a personal clientele by treating his role like that of an independent contractor, focused on entertaining and taking care of people. Service is Built on Trust: True hospitality is guests trusting the restaurant and staff. Service involves simple, mindful tasks, like making eye contact or going the extra mile, which foster genuine human connection. The "Contraption" Problem: The average person checks their phone 27 times per hour, leading to wasted time and missed connection opportunities. This requires employers to actively teach mindful presence and eye contact. Signal vs. Noise and the 85/15 Rule: Madia advocates for spending 85% of time on micro-tasks (hyper-focused work) and 15% on macro-distractions (noise) to maximize effectiveness, arguing most people have this ratio reversed. Relationship Over Transaction: Long-term success is not transactional; it requires selflessly building trust and credibility. Repeat customers are the byproduct of a wonderful, relationship-driven experience. AI as Tool, Not Soul Replacement: AI can assist with admin (emails, accounting). However, automation should not replace human roles that build camaraderie, such as folding napkins, which would destroy the soul of the business. The Investment in Staff: Madia's philosophy focuses on the intangible value of staff investment. Paying people well and treating them with respect leads to low turnover, continuity, and team camaraderie, offering a superior experience. Hospitality is Essential: Restaurants are essential human spaces for congregation and escape. In a digitally isolated world, people increasingly crave the authentic human experience and the memory and story of food cooked with heart. The Giving Kitchen Lifeline: Madia champions The Giving Kitchen, an organization that provides vital financial and mental health resources to hospitality workers facing crises (e.g., severe injury or financial disaster). Power of Authentic Connection: An example of true connection: The Giving Kitchen's representative hand-delivered invitations to restaurateurs in Chicago, resulting in a near-perfect attendance rate, proving the effectiveness of intentional, non-digital engagement.

This episode of "Restaurant Owners Uncorked" features a conversation with Eric Scheffer, owner of The Scheffer Group in Asheville, North Carolina. Eric provides an update on his successful concepts (Vinnie's Neighborhood Italian Restaurant, Jettie Ray's Oyster House, Gan Shan, and a fifth on the way) and shares a harrowing account of the 2024 Hurricane Helene flood. This 1,000-year disaster crippled Asheville, leaving the city without power and water for months.Eric and his team immediately pivoted, mobilizing their four dark kitchens to feed the community, eventually serving nearly 50,000 meals in partnership with World Central Kitchen. The biggest challenge was securing water: Eric brokered a personal "handshake deal" over bourbon with a Texas water tanker driver. This, combined with the ingenuity of a local plumber, led to the creation of a temporary, complex filtration system, allowing his restaurants to safely operate. Demonstrating remarkable community leadership, The Scheffer Group then helped 21 other local restaurants replicate the expensive system to get them back online.Eric reflects that the tragedy changed his philosophy, underscoring the vital importance of deeply supporting employees who are often "a paycheck away from nothing." He emphasizes that in business, self-reliance is crucial ("the cavalry is not coming") and success hinges on the ability to pivot and be resourceful. Despite seeing the dark side of disaster profiteering, Eric remains optimistic about the economy stabilizing and Asheville's strong rebound.Key Takeaways Community Heartbeat: Restaurants are vital social and physical hubs, essential for leading disaster relief and support. The Pivoting Imperative: Business survival requires an immediate capacity to pivot operations, such as shifting to counter-service, to navigate sudden crises. Disaster Mobilization: Eric's group successfully leveraged closed kitchens and existing stock to serve nearly 50,000 meals in partnership with World Central Kitchen. Resourceful Solutions: When city utilities failed, water was secured through a personal "bourbon and a handshake" deal with a contracted tanker driver and a plumber's innovative filtration system. Mutual Aid: Eric's team extended their water solution to help 21 other Asheville restaurants quickly achieve operational status. Employee Focus: The crisis reinforced the importance of deep employer support for staff, many of whom face significant financial precarity. Self-Reliance: External help (FEMA, government) is unreliable. The core philosophy is that "The cavalry is not coming," forcing businesses to figure it out themselves. The Dark Side: Disasters expose the "disgusting" reality of individuals and companies exploiting human tragedy for obscene financial gain. Optimism/Stabilization: Eric sees stability returning; commodity prices (fuel, distribution) are starting to drop, suggesting a positive year ahead. Vendor Partnerships: Communicate financial struggles with vendors; negotiating product alternatives or pricing can foster collaborative survival.

Julian Boyd, CEO of D'bo's Daiquiris, Wings & Seafood, shares the incredible story of the Memphis-born brand, pioneered by his parents, David and Latisha Boyd, starting with a food truck in 1990. Built on faith and the philosophy of "People, Service, Profits," D'bo's became known as the "godfather of hot wings" in Memphis. Following a personal tragedy, Julian earned his MBA to strategically guide the company's franchising expansion. The concept continually evolves—adding daiquiris and seafood—and successfully adapted to post-COVID challenges through on-site experiences and smart tech integration. D'bo's is now focused on intentional growth across the Southeast and Midwest.10 Takeaways Wing Pioneers: Founded in 1990 from a food truck, D'bo's is credited as the "godfather of hot wings" in Memphis. Entrepreneurial Grit: The founder maxed out five credit cards for capital when banks refused, demonstrating immense belief in the concept. Core Philosophy: The business success is rooted in "People, Service, Profits," prioritizing customer and staff well-being above all. Faith and Family: Julian's drive to grow is deeply tied to honoring his late older brother, emphasizing family first. Strategic Education: Julian pursued an MBA with a family business focus to learn how to scale the company through intentional franchising. Menu Evolution: The concept has adapted over 35 years, expanding to include daiquiris, seafood, smash burgers, and fried catfish to diversify revenue. COVID Adaptation: The quick-service model thrived during the pandemic, boosted significantly by the ability to sell to-go alcoholic daiquiris. Profit Protection: D'bo's switched its primary online ordering to DoorDash Storefront for its crucial 100% chargeback protection feature. Experiential Revenue: New on-site events like brunches, karaoke, and live music were implemented to increase sit-down traffic and spending. Headwind Strategy: To manage rising costs, D'bo's focuses on menu innovation (e.g., loaded fries) and increased volume rather than aggressively out-pricing customers.

Brandon Laroque. Brandon, who owns The Goat Bar in Raleigh, NC, details his extensive career in the hospitality industry, starting from a country club to bartending at a renowned comedy club, which eventually led him to open six of his own bars, primarily using a "flipping" strategy. The core of the discussion revolves around the challenging decision to retire and close his successful, long-standing bar due to mounting stress from employee issues and the difficulty of verifying increasingly sophisticated fake IDs, which led to legal problems with alcohol law enforcement (ALE). However, his retirement was abruptly cut short when he was devastated by the theft of over $3 million in cryptocurrency from a cold wallet. This financial catastrophe forced Brandon and his wife to make the difficult choice to reopen The Goat Bar, facing new bureaucratic hurdles with the city to reinstate expired permits. The segment concludes with Will transitioning into the formal podcast interview, eager to share Brandon's compelling and dramatic story.10 Takeaways Longevity and Experience: Brandon and his wife have a combined 70 years of experience in the hospitality industry (30+ for him, 40 for her). The GOAT Bar's Success: The Goat Bar, a dive bar in Raleigh, has been a highly successful "cash cow" since opening in 2003, built on years of hard work, self-maintenance, and a strong local following. Entrepreneurial Spinoffs: Brandon's experience at Charlie Good Nights comedy club, where he was forced to be hands-on, spawned approximately 30 different bars opened by former employees, including six by Brandon himself. "Flipping" Bars: Brandon developed a strategy of opening, establishing, and then selling (flipping) bars, noting his favorite part of the business is the opening process. Growth Challenges: He learned the hard lesson that owning multiple bars brings "three times the headaches and one and a half times the money" compared to a single location. Impact of 2020: The COVID-19 shutdown (2020) and subsequent reopening severely impacted the business, leading to employee turnover and stress, contributing to the decision to retire. Sophisticated Fake IDs: A major stressor was the rise of highly realistic fake IDs, often from China, that are nearly impossible for bar staff to verify, even with ID scanners, leading to legal action from ALE agents. Control State Regulations: The bar operates in North Carolina, a control state, where the state controls liquor sales, which means the bar pays a high tax (approx. 75%) on liquor purchased from the county ABC. Retirement Derailment: The planned retirement, which included moving to Las Vegas, was unexpectedly ruined by the theft of over $3 million in cryptocurrency from a cold wallet. Forced Reopening: The financial loss forced Brandon and his wife to abandon retirement plans and reopen The Goat Bar, leading to new challenges with re-securing permits from the city.

n this episode, Chris Gannon, co-founder of Bolay Fresh Bold Kitchen, shares his journey in the restaurant industry, influenced by his family's legacy in hospitality. He discusses the unique culinary experience Bolay offers, emphasizing health-conscious choices and community dining. The conversation explores the challenges of supply chain management, labor issues, and the importance of hospitality in creating memorable dining experiences. Gannon advocates for encouraging youth to join the hospitality industry, highlighting the valuable life skills it imparts. The episode concludes with a discussion on growth strategies, particularly the benefits of joint ventures over franchising.Takeaways Chris Gannon's background in hospitality stems from his family's legacy. Bolay focuses on nutritious, bold flavors from various cuisines. The restaurant industry is evolving towards healthier food options. Community dining and breaking bread together are essential for connection. Supply chain challenges are a significant concern for restaurants today. Hospitality is crucial for creating memorable dining experiences. Labor challenges and minimum wage increases impact restaurant operations. Encouraging youth to work in hospitality teaches valuable life skills. Joint ventures may offer more control than traditional franchising. The restaurant business thrives on teamwork and collaboration.

Alex Smereczniak, co-founder and CEO of Franzy, shares his entrepreneurial journey and the development of his franchise marketplace platform. Franzy is described as the "Zillow for franchising," using an AI engine to match prospective franchise buyers with suitable brands based on their background, net worth, and goals. Alex's journey began with a profitable college laundry and dry-cleaning service, inspired by his entrepreneurial father's advice to either work for himself or have people work for him. After an unfulfilling stint in consulting at Ernst & Young, he started 2U Laundry, raising $33 million in VC and eventually verticalizing by building physical laundromats. This led to franchising the concept under Laundrelab, where he experienced the franchise ecosystem's inefficiencies firsthand, particularly the high, unregulated commissions (up to 60%) paid to franchise brokers. This lack of transparency and incentive misalignment inspired him to create Franzy. Franzy's three pillars are Educate, Discovery, and Support, aiming to democratize the process with transparency, data, and a flat-fee model (around 40% of the fee) that removes the incentive to push higher-paying brands.10 Key Takeaways Entrepreneurial Inspiration: Alex's father's advice to "work for yourself or have people working for you"heavily influenced his career path. College Business Success: His college laundry business, WakeWash, grew from $25k to $250k in annual revenue after securing a booth at orientation week and leveraging a subscription/gym-membership model with 70% margins due to breakage. Consulting Burnout & Motivation: Alex found corporate consulting at Ernst & Young unfulfilling, realizing he was optimizing for working less rather than doing fulfilling work, reinforcing the need to work for himself. 2U Laundry & Vertical Integration: The "Uber for laundry" concept, 2U Laundry, raised $33 million in VC, eventually requiring vertical integration by building expensive physical laundromats ($1 million each). Laundrelab Franchising: The solution to scaling the expensive laundromat model was franchising the brick-and-mortar business, Laundrelab, and layering the delivery service on top. Franchise Brokerage Pain Point: Experiencing the high (up to 60%), unregulated commissions and lack of disclosure in franchise brokerage was the direct inspiration for Franzy. Franzy's Transparency Model: Franzy addresses broker conflicts of interest by implementing a flat-fee structure(around 40% of the franchise fee), making the fee consistent across all brands, removing the incentive to push the highest-paying brands. Franzy's Three Pillars: The platform focuses on Educate (blogs, podcasts), Discovery (AI-driven matching from 4,000+ brands), and Support (lending, legal, real estate intros). Franchisor Value Proposition: Larger brands like Driven Brands use Franzy because it offers a high ROI—finding good operators for a fraction of their lifetime value (estimated at $500k to $1 million+). Advisory Approach: Franzy's role is to advise and guide prospective buyers, providing data and disclosing risks (like those associated with emerging brands), but ultimately leaving the decision to the individual.

Wil talks with Donny Bradley, founder and CEO of Lola Beans, a drive-through “fun beverage” coffee brand based in Chattanooga that's now franchising. Donny traces his hospitality instincts to moving often as an Air Force kid and appreciating people who made him feel welcome, plus big family gatherings rooted in New Orleans/Biloxi culture. A six-month stint in Soldotna, Alaska during his medical-device sales career sparked the business idea: a small coffee shack where barista Jenna built genuine relationships, not transactional service. Donny returned home, scraped a house on a C-minus property, opened the first Lola Beans in September 2020, then a second location in 2022 with two drive-through lanes and fast, face-to-face iPad ordering. He candidly describes early operational lessons (41% food cost, too many SKUs) and how mentors helped streamline supply chain and economics. Inspired by Nick Saban and Truett Cathy, Donny emphasizes culture, coaching, and hiring for hospitality as the real scalability engine. Lola Beans officially began franchising in February, landed a major Texas development deal (starting with Dallas-Fort Worth), and aims to stay an operator-led, people-first brand that creates “good energy” for guests and meaningful growth for team members. 10 takeaways Hospitality is universal. Donny's earliest lessons came from classmates welcoming him at new schools, proof that hospitality is about making people feel safe and seen, not a specific industry. The spark moment matters. True Blue in Soldotna, AK showed how one authentic barista-customer connection can inspire an entire business model. Drive-through doesn't have to be robotic. Lola Beans uses dual lanes and iPad ordering face-to-face to keep speed high and humanity higher. Speed is a tool, not the goal. Their “14 cars in line, out in 7 minutes” target exists to buy time for relationshipswith regulars. Early operators learn by doing (and fixing). Donny opened in 2020 thinking he'd drop a shack on a lot; zoning, codes, and real build costs rewired the plan quickly. Food cost discipline can be learned fast with the right help. Cutting SKUs from 196 to 126 and consolidating vendors dropped costs from 41% to ~28%. Two-product customers extend dayparts. Coffee ritual + afternoon energy/teas/“Lola Colas” keeps sales strong beyond morning rush. Culture scales what founders can't. Donny frames culture → behavior → results; the goal is guest experience even when he's not there. Franchise growth should be “best first, biggest later.” Truett Cathy's philosophy guides selective franchising and saying no to misaligned partners. People are the real competitive moat. Like Chick-fil-A and Publix, Lola Beans wants employees so well-trained and cared for that customers stop shopping around.

Wil provides  a special update on the evolution of "Restaurant Owners Uncorked" from a podcast, started in 2010, into a comprehensive community featuring articles, books, films, and eventually a subscription-based forum for restaurant owners to share advice and solve problems. Brawley emphasizes the community's commitment to celebrating successful operators and carefully vetting partners, specifically highlighting Restaurant Systems Pro, led by CEO Fred Langley, as a trusted resource for improving restaurant margins and efficiency. He differentiates this recommended company from others that lack adequate customer service, underscoring the importance of reliable service and transparent contracts within the industry.

Meet Kimberly Fleer, an industry veteran and mental wellness advocate. Kimberly shares her personal story of entering the hospitality world at age 15 to find financial support and a sense of family that was absent at home, rapidly excelling in roles from server to sommelier. While the industry provided valuable skills and camaraderie, it also became a means to mask and ignore childhood trauma, eventually leading to severe substance abuse. After achieving sobriety in 2020and losing a close friend to overdose, Kimberly recognized a critical gap in the industry's system of care: a lack of resources, education, and open conversation about mental health and recovery. She now works to address this through her company, Last Call, by helping employers embed preventative measures, normalize vulnerable conversations, and create recovery-friendly workplaces to save lives, improve culture, and dramatically reduce high turnover rates. 10 Takeaways Hospitality as a Double-Edged Sword: The industry offers family and community, but its high-pressure, hard-working, and "play hard" culture can easily enable substance abuse as a coping mechanism for underlying trauma. The System of Care Failure: Historically, the industry lacks onboarding or continuous resources for mental health, making it difficult for staff to seek or even know about recovery pathways (detox, inpatient, etc.). Vulnerability is Leadership Strength: Leaders who are authentic and vulnerable about their own challenges (e.g., stress, personal issues) build trust and create a safe culture, countering the pressure for staff to appear flawless. The Stigma Barrier: Normalization of excessive use makes staff fear speaking up about their struggles, as it's often incorrectly perceived as a sign of weakness or a risk to their job security. Post-Shift Decompression: Service staff are often in "fight or flight" mode after an intense shift. Employers need to provide healthy, non-alcoholic ways (e.g., group de-briefs, self-care education) to regulate the nervous systeminstead of immediately turning to alcohol/drugs. Prevention Over Reaction: Proactive measures—starting with mental health education in the onboarding processand daily pre/post-shift check-ins—are vital to prevent burnout and crisis situations. Run Towards the Storm: A core theme is the need for leaders to face difficult conversations and systemic issues head-on, rather than ignoring or running away from them. Recovery Boosts Retention: Actively hiring and supporting people in recovery leads to exceptionally high staff retention (e.g., 94% retention in one case study) and creates a more reliable, motivated workforce. Transferable Skills: The industry attracts and develops highly talented individuals with immense transferable skills, making it an excellent place to build a career, especially for those seeking a fresh start. Bring the Human Back: The ultimate goal is to "bring the human back to hospitality" by prioritizing the wellness of the people who serve, recognizing that personal health is essential to professional performance.

Keith Benjamin, co-founder of Uptown Hospitality Group in Charleston, tells the story of how throwing massive Penn State tailgates set him on a 20-year path from NYC bartender to operator of six concepts—while raising three kids under five. After buying small equity stakes in New York bars and becoming an operating partner at 29, he felt pulled to Charleston and went all-in on a $5M buildout of Uptown Social, a 10,000 sq. ft. sports bar and nightlife hub inside a 1915 building. He recalls surviving COVID—shutting down 48 hours after his wedding—then creating Bodega, a New York-style breakfast sandwich brand that grew from a parking-lot pop-up to multiple locations. Uptown Hospitality later added Share House, the upscale tavern By the Way (with partners from Southern Charm), and The Waverly, a wedding venue. Through rapid growth, thin margins, seasonality, and crushing liquor liability laws, Keith stays centered on preparation, service, and his belief that restaurants and bars are the emotional backbone of a community—and that operators carry that responsibility on their shoulders. 10 Takeaways Hospitality people “run into the fire.” You're either wired for the chaos and unpredictability of restaurant ownership or it will spit you out. Preparation beats the playbook. Every shift changes at minute one; the only constant is how ready your team is for the unexpected. Tailgates were the training ground. Running $40K-per-season Penn State tailgates taught Keith energy management, leadership, and crowd control. From golden handcuffs to ownership. High-earning NYC bartending could have trapped him, but he insisted on a path to management and equity. Charleston was the “chips all in” leap. With no collateral, Keith borrowed from friends and family to take on a 25-year lease and rebuild a 1915 building. COVID nearly crushed the dream—but sparked Bodega. Forced shutdowns led to launching a breakfast-sandwich concept that quickly exploded in popularity. Growth exposed growing pains. Opening multiple concepts while having three young kids humbled him and revealed how thin the margins can be. Food-heavy concepts are a different math. Booze-driven venues thrive; a full-service breakfast-and-lunch model did not, leading to a fast pivot to QSR. Liquor liability laws threaten the industry. South Carolina's rules once assigned 100% blame to anyone who served one drink to someone later in a wreck, pushing insurance premiums into the stratosphere. Service and community are the lasting moats. With heavy competition and rising closures, the only real differentiator is how you make people feel—because restaurants are the heart of every community.

Keith Santangelo joins Wil in-studio to trace his journey from growing up in a Cajun-Italian butcher/grocery family in Baton Rouge to owning New York City restaurants, leading major restaurant groups, and now serving independents through AccessWave. They reminisce about Keith being one of Schedulefly's earliest customers, talk about the magic of independent restaurants as “third places” (with Seinfeld's diner as a touchstone), and unpack how the industry's resilience showed up during COVID. Keith walks through selling his Hell's Kitchen spots before the pandemic, stewarding scratch-kitchen concept Jose Tejas/Border Café through the shutdowns, then running operations and finance for Serafina's global group and navigating licensing vs franchising abroad. From there, he explains why he pivoted from opening more restaurants to building an insurance and benefits solution specifically for hospitality, bringing a “unreasonable hospitality” mindset to a traditionally cold, transactional world. Throughout, they dig into tech overload, the adoption gap between shiny features and what teams actually use, the power of real implementation support, and why everyone should work in a restaurant at least once. The episode lands on family, balance, and why serving independent restaurants still sits at the center of Keith's life and work. 10 Takeaways Hospitality in the DNA – Keith's love for small, family businesses started in his grandfather's meat market and grocery stores, where he quickly gravitated to the front-of-house and guests. Independent restaurants as “home base” – From Seinfeld's diner to neighborhood spots like Pie's Eye, they're the community living rooms where people gather, talk, and feel known. Early Schedulefly believer – Keith adopted Schedulefly around 2008 at Planet Hollywood, brought it to his own restaurants, and has stayed connected to Wil and the brand ever since. Owning and selling in NYC – He co-owned Bourbon Street Bar & Grill and Brazen Tavern in Hell's Kitchen, later selling—partly to be more present with family—and, unknowingly, just ahead of COVID. How deals actually get done – Restaurant valuations often center on a multiple of EBITDA plus lease/liquor-license realities, but in practice many sales hinge on relationships and trusted partners. COVID as a resilience test – At Jose Tejas/Border Café, a 100% dine-in scratch concept with zero to-go, the team reimagined operations from the ground up and came out stronger. Scaling with Serafina – Running ops and finance for a 22-unit, $100M+ Italian group taught Keith the complexity of global growth, including why international licensing can beat franchising. The tech adoption gap – Many operators pay for enterprise tools but use a fraction of the features; if you're only using 20% of the value, you shouldn't be paying 100% of the bill. Hospitality belongs in “boring” sectors – With AccessWave, Keith is importing restaurant-style hospitality into insurance and benefits, aiming to be a true partner, not just a broker. Family as the why – Behind all the big roles and decisions is Keith's desire to provide for and be present with his wife and four kids—while still serving an industry that “saved” so many lives.

In this heartfelt episode of Restaurant Owners Uncorked, Wil sits down with Asheville-based caterer and soon-to-be café owner Svitlana Eadie, whose journey from a small Ukrainian village to launching Slava, her café bakery on Wall Street in downtown Asheville, is nothing short of inspiring. She shares how growing up on a self-sustaining farm shaped her love for food and community, how immigrating to the U.S. with no English and no money forced her to adapt and work tirelessly, and how years in kitchens, bakeries, and hospitality strengthened her passion for sharing culture through food. Through setbacks, delays, construction challenges, and the chaos of COVID wiping out her catering business, she kept pushing, relying on grit, planning, and what she calls “experience assets.” Supported by her family, including her mother and sister, who will help run the bakery, Svitlana is building not just a café but a gathering place meant to reconnect people, share stories, and restore the kind of close-knit community she remembers from her childhood.10 Takeaways  Svitlana immigrated from a tiny Ukrainian village where community, shared food, and hospitality were woven into everyday life. She arrived in the U.S. at age 20 with no English and no money, adapting quickly by working any job she could find in hospitality. Her culinary foundation is deep, with studies in restaurant/hotel management and food science before leaving Ukraine. Her career path is broad—dishwasher, prep cook, server, banquet captain, baker, and more, including roles at Crowne Plaza, Grove Park Inn, a French bakery, and Whole Foods. She launched her catering company in 2017, which grew steadily until COVID abruptly canceled every event on her calendar. Finding the right café space took nearly four years, and once she found it, unexpected plumbing issues and contractor changes significantly delayed opening. She financed the café through disciplined saving, a HELOC, and finally a seed loan, emphasizing that nothing happened quickly or easily. Her menu will showcase traditional Ukrainian foods and recipes from her grandmother, along with breads, cakes, and familiar options for newcomers. Community is the heart of her mission—she wants the café to be a place where people talk, connect, and step away from screens. Her mindset is her superpower—optimism, resilience, gratitude, and what she calls building “experience assets” have carried her through every challenge.

ourth-generation leader Taylor Dorman, EVP of Operations at Kansas City's Jack Stack Barbecue, shares how his family has grown a simple 1950s Hickory-smoked BBQ joint into six high-volume restaurants, a catering division, nationwide shipping, and a retail production facility—while staying true to the values that built the business. He explains the family rule that every next-generation member must work elsewhere and earn a promotion before returning, and why he chose to start back in the kitchen before stepping into leadership. Taylor breaks down their core “Hope Through Hospitality” values—Humility, Optimism, Passion, Engagement—which guide hiring, coaching, and daily execution across 850 team members. He discusses how Jack Stack stands out in a competitive BBQ market by offering an elevated but welcoming full-service experience, and how the company navigates rising beef costs, aggressive local competition, and evolving technology without sacrificing genuine hospitality. As a husband and father of three, Taylor also shares how he protects small pockets of time, avoids burnout, and approaches his role as a steward of a 68-year legacy focused on long-term impact rather than short-term gains.10 key takeaways Jack Stack is a 68-year-old, fourth-generation family business with six restaurants, catering, shipping, and retail production. Family members must work outside the business, earn a promotion, and return only in existing roles—no shortcuts. Taylor started back as an assistant kitchen manager, completed a 20-week MIT program, and spent years in operations before becoming EVP. The brand wins by pairing top-tier barbecue with an elevated full-service experience that welcomes every type of guest. Their HOPE values—Humility, Optimism, Passion, Engagement—form the cultural backbone of the company. Humility is non-negotiable; promoting leaders without it can erode a multi-generational business fast. Restaurants offer real human connection and skill-building, especially for younger workers raised on screens. Technology is used only when it improves convenience; hospitality must always stay personal and accessible. Pricing and traffic are major challenges due to beef costs and dense competition; Jack Stack tackles this through strategic purchasing and partnerships like Food Service IQ. Taylor manages work and family by reclaiming small daily pockets of time, building healthy routines, and consistently showing up for both his team and his home.

The episode features brothers Billy and Tommy Hall of Halls Chophouse, sharing how their late father's “service before self” philosophy, honed in luxury hotels, became the backbone of a family-run steakhouse that launched in 2009 on a rough stretch of King Street in Charleston during the Great Recession and slowly grew into a 10-restaurant hospitality group across the Southeast. They talk about treating every guest like they're walking into their home: handshakes and hugs at the door, learning names and stories, grabbing Dr Peppers and pizzas from other businesses if that's what it takes, writing stacks of handwritten thank-you notes every night, and viewing each shift as a “battle” to change someone's day for the better. Along the way they dive into hiring for attitude over polish, leading by example on the floor, managing through brutal beef prices while protecting quality via long-term relationships with suppliers, balancing a 24/7 business with family life, and the deep gratitude they feel for guests who choose to spend their hard-earned money in a place that strives to make them feel seen, known, and validated.Key Takeaways Hospitality is in their DNA.Billy and Tommy grew up as “hotel brats,” moving 23 times while their dad ran iconic properties; service before self wasn't a training module, it was simply how their family lived. Halls started in the worst of times and places.The first Halls Chophouse opened in 2008–2009 on a then-boarded-up stretch of King Street during a severe economic downturn, and early nights saw as few as 17 guests. It's a true family business.Mom, dad, brothers, sister, and even grandma were all in the building at the start; their mother still works brunches and decorates for holidays, and Tommy's kids now grow up in the restaurants. Growth has been deliberate and values-driven.What started as one steakhouse has grown into 10 concepts, including Rita's Seaside Grill on Folly Beach, Halls locations in Greenville, Columbia, Somerville, Nashville, and a seafood concept, Halls Catch, all built around the same hospitality standards. They treat every day like game day.Drawing on Tommy's sports background, they see restaurant service as a daily battle; “you're only as good as your last steak,” and winning with guests (sales) fixes a lot of other problems. They hire for heart, not just skills.The focus is on good people with great attitudes and energy, then giving them freedom to be human and connect instead of reciting scripts; managers are expected to model that behavior. Old-school touches still win in a digital world.Handshakes, eye contact, remembering names, personally walking guests to the restroom, and sending 70+ handwritten thank-you notes a night are non-negotiables that make guests feel truly valued. “Yes” is the default answer.If a kid wants pizza or a guest wants Dr Pepper, they'll go down the street or across the way to get it; they refuse to hide behind “we don't have that” when a little extra effort can delight someone. They manage headwinds by doubling down on experience.Even as beef prices surge and costs climb, they stay committed to top-tier product through long relationships with suppliers like Allen Brothers, and make up for higher prices by delivering unforgettable service. They see guests as family and the journey as a marathon.To their regulars who visit multiple times a week and to first-timers alike, their message is simple: thank you, tell us when we fall short, and know we're in this for the long haul, not a quick hit.

Wil and Nicholas open by talking about “flowing like water” and how that mindset shows up in hospitality: staying adaptable, humble, and open. Nicholas traces his path from teaching skiing to unexpectedly building a career in enterprise software and QA with major pharma and tech companies, then starting a nonprofit, and finally helping open Feast Bistro in Bozeman. He describes the harsh reality of the first two years at Feast: the gap between fantasy and the P&L, mispriced menus, long hours, financial strain, and the grit required to survive COVID. What kept them afloat was humility, constant feedback from guests, and a deep belief that hospitality is about service, not ego.Those struggles led him to create Check This Out, a simple SMS-driven retention and word-of-mouth platform built first for Feast. Traditional marketing (direct mail, email, social) felt like guesswork because he couldn't track what actually drove revenue or distinguish new from returning guests. By counting every mailer and transcribing every comment card, he discovered that over 80% of guests came because someone they knew recommended Feast. That insight became the backbone of Check This Out: use SMS to bring guests back more often and amplify referrals with trackable, time-bound offers that clearly show who is driving traffic and sales. Throughout the episode, Nicholas emphasizes the same core ideas he's lived by: hospitality as service, learning over knowing, capital-efficient building, and using simple tools that actually work.10 Key Takeaways Hospitality is a gateway industry.Nicholas entered it through ski instruction and serving tables, learning empathy and customer focus, skills that shaped everything he's done since. Boredom fuels creativity.Long, quiet Vermont summers sparked the imagination that later helped him pivot careers and eventually become an entrepreneur. An unlikely path to restaurateur.Years in software QA taught him how to build systems that solve real user problems, experience that later informed Feast and Check This Out. Most pro formas are fantasy.Reality hits fast in restaurants: labor, food cost, pricing, and traffic rarely match projections, and the P&L forces honesty. Underpricing is a common early mistake.Feast discovered they were charging too little and had to adjust based on real customer behavior and feedback. Equity builds commitment.Giving chefs, GMs, and key partners skin in the game helped Feast survive the hardest stretches and come out stronger. Listening is everything.Nicholas embraces Kaizen and Deming's cycle: feedback from guests and staff only matters if you act on it without ego. Word-of-mouth is the true growth engine.His analysis showed 80%+ of guests came through personal recommendations, far more than any ad channel. SMS outperforms email and social.Near-100% open rates and fast response times mean campaigns drive real, trackable revenue, something other channels can't match. Check This Out delivers “butts in seats.”Restaurants use it to send compelling texts and let guests forward offers to friends, giving operators clear attribution and measurable ROI instead of guesswork.

In this lively Restaurant Owners Uncorked chat, Anesh Bodasing, founder of fast-casual Indian concept Tiffin Box, traces a 30-year hospitality journey that began with an audacious “give me 60 days” pitch to Hard Rock Café in Cape Town, winds through Canada, South Africa, the UK, and South Florida, and culminates in launching Tiffin Box in 2019 (right before COVID), surviving a bruising first year, testing a food hall, shutting the original West Palm store, and smartly pivoting to dense college-town sites (FSU/FAMU in Tallahassee, UF in Gainesville). Framing Tiffin Box as “Chipotle for Indian,” he shares lessons on branding, build-out nitty-gritty, cash-flow reality, and a service-first ethos (own the mistake, fix it fast, win loyalty), while aiming to “crack the code” for mainstreaming authentic, everyday Indian food and ultimately franchising.10 Takeaways Bold beginnings pay off: confidence got Anesh his first shot at Hard Rock and set the tone for his career. “Chipotle for Indian” creates instant understanding for new guests unfamiliar with the cuisine. Brand words matter: “Americanized” signaled watered-down; switching to “fast, fresh Indian” restored credibility. Cash flow rules everything during build-out; opening day is the first chance money can flow back in. Owner vs. operator: the job shifts from running shifts to deciding lights, outlets, signage, leases—every detail. Pandemic resilience: momentum stalled in 2020, but tight pivots (and lessons from a short-lived food hall) refined the model. Site strategy upgrade: closing West Palm and targeting student-dense, walkable college corridors increased fit and foot traffic. Service > food > price: great service makes guests forgiving and price-agnostic; poor service makes every dollar feel worse. Reviews are a gift: answer fast, fix the problem, and you'll often create your most loyal fans from a bad moment. Founder availability matters: post your number, handle issues personally, and build trust at scale.

SummaryBranden McRill, Detroit-raised restaurateur, operator, and Michelin-star winner, traces a career from dish pits to Alinea and stints with Danny Meyer, Jean-Georges, Alain Ducasse, Marcus Samuelsson, and more, before cofounding acclaimed NYC spots Pearl & Ash and Rebelle (earning a Michelin star within months). He then expanded to Philadelphia, while recently relocating home to Michigan. He shares a philosophy that rejects “balance” in favor of riding life's waves, embracing calm and chaos, paired with risk tolerance and a bias for action. McRill argues hospitality pros are innate givers who deserve tools that free them to be present with guests; that's the promise of 5-out, his forecasting and automation platform that continuously re-forecasts sales, labor, and product needs (and can close the loop on purchasing and prep), augmenting, not replacing, human judgment, especially on messy, human scheduling. He sees adoption accelerating as AI gets embedded in existing systems.  Waves, not balance: McRill manages life and work by accepting cycles of calm and intensity and staying steady through both. Risk forward: He credits outsized wins to taking big swings, and not letting fear of others' opinions block action. From Alinea to Michelin: Early exposure to elite kitchens set standards that shaped Pearl & Ash and Rebelle, which earned a Michelin star just months after opening. Hospitality first: The joy is creating experiences that “wash over” guests; tech should buy back time for that human work. Tech as a new teammate: AI in restaurants does the jobs most shops aren't doing (analysis, forecasting), rather than replacing core human roles. What 5-out does: Pulls POS, weather (historic + forward), traffic, and local events to forecast revenue by hour; converts that into labor budgets, item-level sales, purchasing, and automated prep lists. Closed loop optionality: 5-out can auto-send POs and prep, or let teams review/override—human in the loop where it matters. Re-forecasting nightly: Like a stock ticker, the plan updates every day so operators always see the best available signal. Why some don't adopt: Cost, another login, and rollout friction - hence faster traction with multi-unit groups that have champions. Future = partnerships: Mass adoption for independents will come as AI embeds inside familiar tools; best results will come from specialized apps working together (e.g., Schedulefly + 5-out).

Wil sits down with George and Amanda of Vicious Biscuit for a follow-up on their whirlwind year since they last joined Restaurant Owners Uncorked a year ago. Franchise growth, a disciplined “partners not franchisees” approach, and a tech stack that supports (but doesn't replace) hospitality. They unpack a loyalty + first-party app launched Aug 12 that's smashing acquisition/retention goals, clever perks (weekday free biscuit + jam bar), and a catering program tied to rewards. The brand pairs data with old-school site walks, rigorous training, and weekly franchise support to scale methodically amid real-estate, labor, distribution, and regulatory headwinds. The episode also celebrates how collaborative the hospitality industry is. and it's rising-tide ethos, with George and Amanda mentoring operator, and recent Restaurant Owners Uncorked podcast guest, Tyler Kotch,  over dinner10 takeaways Vicious Biscuit now operates 3 franchise and 7 corporate units; Fishers, IN targeted for Dec 2025, with ~10 more openings following in 2026. They've signed 13 franchise partners and prioritize “partners over pace,” saying no often to protect a legacy brand. Loyalty + first-party app (live Aug 12) is exceeding acquisition, retention, and redemption expectations—without being discount-driven. Differentiators include a weekday free biscuit + jam bar to drive dine-in and catering tied to loyalty (rewarding the gatekeeper). Rollouts are patient and pilot-heavy (a planned 2-week pilot stretched to 12 weeks) to ensure smooth ops for franchisees. Real estate is chosen via data-driven rifle shots (Placer, heat maps) plus on-the-ground visits and conversations with neighboring operators. Training is systematized (ExpandShare, videos, 4-week cadence) with weekly check-ins and detailed open checklists to prevent costly delays. The brand balances tech with true hospitality, resisting overly transactional models and emphasizing human guest experience. Headwinds: site/inspection bottlenecks, insurance spikes (e.g., Florida), labor costs, distribution hiccups, and storm recovery (e.g., Boone after Helene). Schedulefly is evolving Restaurant Owners Uncorked into a media business (films, articles, webinars, forums, maybe conferences) to foster peer learning, illustrated by George & Amanda's hands-on mentoring of Tyler Koch (PIE.ZAA).

Wil talks with Jeff Perera, founder of Jeff's Bagel Run, to unpack a quintessentially scrappy entrepreneurial tale: laid off in 2019, Jeff stayed home with his kids while his wife returned to work, and, prompted by her longing for authentic New York-style bagels, he taught himself to bake from scratch in their kitchen, turning a novice's sticky-fingered mishaps (including a rescue call to King Arthur Flour's baker hotline) into a perfected recipe that evoked childhood nostalgia for his wife. What began as porch pick-ups and 20-mile deliveries for four bagels snowballed during the pandemic into home deliveries of 40 dozen a day, farmers-market lines that braved Florida rainstorms, and eventually a first leased storefront in July 2021; by 2025 the brand boasts 24 locations (6 corporate, 18 franchised), a laser-focused “bake fresh, bring joy, build community” ethos, and a franchise pipeline of 141 signed agreements—all while rejecting scalable shortcuts like frozen products or off-site baking to preserve the artisan, open-kitchen magic that turned a love story into a booming bagel empire.10 Key Takeaways Start with passion, not a plan—Jeff learned bagel-making purely to please his wife, not to launch a business; the emotional “closed-eyes, transported-to-Long Island” moment proved the recipe's power.  Do unscalable things early—driving 20 miles for four bagels, delivering porch-to-porch, and trading bagels for toilet paper during COVID built loyalty and refined operations.  Embrace humility and ask for help—calling King Arthur's hotline, inviting chef Tim Keating to critique kitchen layout, and leaning on mentors accelerated learning without ego.  Niche down ruthlessly—86'd labor-intensive black-and-white cookies rather than outsource them to uphold the “bake fresh” pillar; no freezers, no sandwiches, no toasting—just hot bagels, spreads, and coffee.  Pandemic chaos = opportunity—stockpiled flour, bought a commercial mixer, and leveraged Instagram/DM orders to scale home production to 40 dozen/day while the world shut down.  Franchising preserves community feel—chose franchise model to let owner-operators replicate the intimate, open-kitchen vibe Danielle and Jeff created in store #1.  Hire for cultural & culture fit—early hires came from Instagram video submissions; now stress team chemistry in tight QSR kitchens where “customers can tell” if the vibe is off.  Location is king—target “bagel deserts” in the Southeast/Southwest; repurpose closed Einstein, Starbucks, and bank drive-thrus; prioritize high-traffic Publix-anchored centers.  Morning-only model simplifies labor—6 a.m.–2:30 p.m. operation enables one-shift staffing, owner-operator flexibility, and weekend bonkers volume without late-night burnout.  Give back to earn loyalty—partnering with Give Kids the World, Make-A-Wish, and local schools; community pillar turns customers into advocates and franchisees into neighbors.

Kristina Garrison, a Ukrainian-raised San Franciscan turned globetrotting mom of two, and her classically trained chef husband David Garrison have just soft-opened Grub Smokehouse in a coworking-space kitchen in Youngsville/Wake Forest, NC—their non-traditional barbecue haven born from a hole-in-the-wall California burger joint shut by COVID, four-and-a-half years of culinary inspiration across Europe and Israel, and a ChatGPT-assisted leap to the Tar Heel State with five suitcases and zero local ties. In week three of word-of-mouth operations, they're smoking everything in-house (12-day-brined pastrami, scratch sauces, seasonal salads, daily sweet-potato cinnamon rolls) on a shoestring DIY buildout, balancing 14-hour grinds with yoga, cold plunges, and an industry discount while betting that perfect-bite flavor symphonies and organic influencer meals will turn curious locals into loyal regulars in a growing melting-pot market.10 Key Takeaways Non-traditional BBQ = perfect-bite melody: Every sandwich/sSant is engineered for balanced flavor layers—smoky meats, house pickles, scratch sauces, seasonal produce—so one bite sings like a song.  No shortcuts, no cans: Zero preservatives, no can opener in the kitchen; everything brined, smoked, pickled, or baked fresh daily (pastrami alone: 12-day brine → smoke → steam).  Tiny menu, massive focus: Just 5 sandwiches, a few salads, 2 desserts—narrow to nail execution and avoid waste (day-old bread becomes bread pudding).  Global palate, local roots: Four-plus years in Croatia, Italy, Spain, Israel re-inspired Kristina & David Garrison; now sourcing from NC farmers and a local bakery to keep it fresh and community-supported.  DIY on a dime: Vacant coworking kitchen → smoker install + handmade wallpaper/paint; low overhead lets labor-intensive quality shine despite inflation squeezes.  Organic growth > paid hype: Soft-open via word-of-mouth + free meals for genuine local foodies/influencers; authenticity trumps bots or fake reviews.  Balance is the new hustle: Yoga, breathwork, sauna, cold plunges replace the old “work hard, party hard” chef culture—keeps Kristina & David Garrison fit and sustainable long-term.  Know your niche, own your price: Slightly higher tabs justified by love and prep; not for everyone, but perfect for foodies who crave preservative-free craftsmanship.  First year = grind with savings: Expect 12–14-hour days, weight loss, dual jobs; success demands 1-year runway and DNA-level passion (they almost opened a second CA spot pre-COVID).  Community heartbeat: Industry discount + rising-tide networking; independent restaurants remain essential third places for real human connection in a screen-heavy world.

Dimitri Syros, a Greek-American former teacher and law school graduate, launched The Breakfast Company with his mother in Sarasota, Florida, in October 2020 amid the COVID pandemic, transforming her dream of a small coffee shop-bakery into a full-service breakfast-and-lunch concept that exploded from day one. The family leveraged their multi-generational restaurant heritage, including translating his late grandfather's recipe book, to fuel rapid growth to five locations with two more opening in June 2025. Facing soaring labor costs (tipped wages rising from $6 to $15/hour), inflation, hurricanes, and immigration impacts on supply chains, Syros emphasizes preserving soulful, community-driven service over fast-casual efficiency while experimenting with drive-thrus, standardized builds, and potential franchising to scale responsibly without losing family involvement or local intimacy. He credits early closure at 2 PM, above-market pay, promoting internal managing partners, and a strong support system for staff retention and personal balance in an industry he views as society's vital gathering place despite its relentless challenges and imposter syndrome. Family hospitality roots run deep, with Syros growing up busing tables and washing dishes from age 12 across 40 restaurants, but initially forbidden from pursuing it professionally. Opened first location during COVID with masks and dividers, yet it was "gangbusters from day one," leading to unintended full-time involvement over law school. Post-COVID years 2021–2022 were historically booming for restaurants, misleading Syros into aggressive scaling before 2023–2024 normalization hit. Labor costs squeezing margins: Florida tipped minimum wage up $1/year, from $6 to $11 and heading to $15, forcing value focus without shrinkflation or $20 omelets. Breakfast/lunch hours (7 AM–2 PM) enable better staff recruitment, including working parents and second-job holders, plus time for owner balance like gym and family. Pay above market (e.g., $20/hour dishwashers) reduces turnover, training costs, and culture loss versus cycling through cheaper labor. Immigration policies in Florida raising produce costs/quality and hurting morale, alongside hurricanes wiping out seasonal tourism revenue. Scaling with family and promoted internal managing partners to maintain "family touch" while exploring drive-thrus (bakery/coffee focus) and prototype builds for franchising efficiency. Finished law school on scholarship despite remote operations, pivoted to business/immigration franchising expertise, but chose restaurants after one month as attorney. Restaurants as community bedrock post-malls/COVID, fostering real interactions amid declining social skills, with independents keeping money local through genuine hospitality.

Wil hosts Tyler Kotch, founder of PIE.ZAA (Asheville & Charlotte), for a candid chat about spotting late-night demand, building a hyper-focused high-margin pizza concept (five-item menu, 28" pies or 12" slices), surviving COVID, navigating a painful partner split, and scaling methodically toward franchising. Tyler shares lessons on location strategy, simplifying operations to reduce waste, ditching phones in favor of in-person/email and AI ordering, fixing third-party delivery headaches via Takeout Central, and the bigger mission: build a people-centric company, communicate face-to-face, and leave a legacy—possibly across 30–100 locations—using a mountains/city/beach testbed with the FDD in motion.10 takeaways:Simple wins: Five-item menu; whole 28" pies or 12" slices—less waste, faster training.Late-night niche: PIE.ZAA launched to serve post-10pm demand; pizza delivers the margins.Go big on product & packaging: 28" pies + distinctive black boxes = walking billboards.Location is leverage: Foot traffic/tourism/density; first 60–90 days set the trajectory.Market fit varies: Asheville skews to whole pies/families; Charlotte South End to slices/young pros.Phone-free by design: No live phone lines; AI ordering + in-person/email encourage real communication.Control the last mile: Shift to Takeout Central drivers reduced delivery damage/complaints.Choose partners wisely: Misalignment is costly; Tyler rebuilt post-split in 2022.Franchise runway: FDD/approval pending; “mountains/city/beach” proof points precede scale.Culture over control: People-centric leadership, low micromanagement, purpose beyond money.

Wil sits down in-person with Tim McLaughlin, technologist-turned-operator who founded GoTab after opening two Caboose breweries and confronting real service-model pain (giant spaces, staffing constraints). Years before COVID, Tim taped QRs to tables and proved guests will change behavior to avoid pain (lines), which pushed GoTab to build not just ordering but a deep KDS and, later, a POS when closed ecosystems (e.g., API roadblocks) blocked integrations. Today GoTab focuses on operations over payments, hybrid service (QR + handheld + kiosk), open integrations, and white-glove 24/7 support, while running lean and profitable (not “growth at any cost”). With Opsie for inventory/costing, expansion in higher-labor markets like Australia, and an operator-first pricing philosophy (inspired by Costco's cap idea), Tim argues tech should feel invisible, amplify hospitality, and never replace it.10 Takeaways Pain drives adoption: guests embraced QR ordering in 2018 at Caboose Commons to skip long lines—two years before COVID. Operations > payments: GoTab's edge is the KDS/factory-mindset—batching, throttling, inventory links—not just taking money. Hybrid service wins: seamlessly mix QR tabs, handheld orders, kiosks, and traditional POS—flip zones on/off in real time. Open…for real: GoTab publishes APIs and keeps integrations (even with competitors to Opsie) because operators need choice. Closed ecosystems cost you: API fees/blocks pushed GoTab to build its own POS so operators aren't held hostage. Service is strategy: 24/7 phone/text/chat, humans + AI, fast responses—because hospitality vendors must model hospitality. Lean and profitable: modest capital, disciplined hardware R&D, profitable growth > headline valuations. Inventory is the sleeper win: most independents skip it; Opsie aims for “no-effort” inventory & COGS visibility inside GoTab. Follow labor costs: higher-labor markets (e.g., Australia with double-time on holidays) adopt efficiency tech faster. Pricing with trust: exploring a Costco-style profit cap; focus on transparent value, not nickel-and-diming via fees.

Episode SummaryIn this heartfelt episode of Restaurant Owners Uncorked, host Wil chats with Heidi Whitcomb a passionate and deeply committed independent restaurant owner in Florida. With nearly 40 years in hospitality, Heidi embodies service, gratitude, and resilience. She shares her journey from early jobs at Subway and Kmart to bartending, truck driving, entrepreneurship, and ultimately founding Raise the Bar & Grill. Her approach to hospitality goes far beyond food and drinks. It's about people, community, empathy, and raising standards in an industry where service and heart are often lost. Through adversity, hard work, and unfiltered honesty, Heidi proves that leading with love and purpose creates meaningful impact in business and in life.Key Takeaways Hospitality Is About People First – Heidi believes the industry is about serving others with genuine love, not just making money. Happy Teams = Happy Guests – Run your business by caring for your employees first; great service starts with a strong culture. Lead From the Front – As an owner, Heidi jumps behind the bar, onto the line, or wherever needed—no task is beneath her. Mental Health Matters – Her restaurant practices “Mental Health Mondays” to check in with both staff and guests. Serving Others Is a Responsibility – Hospitality is a service profession that requires intention—details like garnishes and quality matter. ADHD as a Superpower – Heidi credits her ADHD for her energy, multitasking ability, and relentless drive. Resilience Through Adversity – From working 20-hour days to surviving a car accident that broke her neck, Heidi keeps moving forward. Build Community Through Service – Her business prioritizes veterans, seniors, children, and local neighbors with loyalty and purpose. Consistency Builds Trust – She refuses to cut quality even with rising costs—customers deserve value. Gratitude Is Everything – Heidi tears up when talking about her customers—her success is built on human connection and thankfulness.

Wil talks to Jeffrey Boland, Director of Operations at Mac's Hospitality Group (home of Mac's Speed Shop and South 48/Southbound concepts). Jeff shares an intensely honest journey—from addiction and getting fired in construction to finding belonging in restaurants, achieving sobriety at 22, and transforming into a purpose-driven leader. He explains how recovery shaped his leadership philosophy, why mental health must be normalized in hospitality, and how Mac's now offers free therapy access to employees. This episode is packed with real-life leadership tools: building equity with your team, using communication as an instrument, connecting through vulnerability, and leading with service and courage. Jeff reminds us that hospitality is the best industry in the world—because it saves people and builds community.10 Key Takeaways Hospitality can save lives — Jeff found belonging, purpose, and a path to recovery in restaurants. Sobriety is a journey, not an event — AA helped him get sober; therapy helped him heal and grow. Belonging drives loyalty — People stay when they feel seen, valued, and part of a team. Leaders must meet people where they are — Support comes before standards; people before performance. Mental health access is leadership — Mac's offers free counseling through therapist interns for any employee who needs help. Vulnerability builds trust — Jeff openly shares his addiction and recovery story, and it inspires others to ask for help. Communication is a superpower — He trains leaders to “play their voice like an instrument” in tough conversations. Culture comes from consistent care — Mac's runs quarterly leadership workshops that focus as much on people as profit. Imposter syndrome is real — Jeff uses tools like “putting thoughts on trial” to overcome self-doubt and anxiety. Giving back fuels purpose — Jeff serves on the board of the Isabella Santos Foundation, reinforcing the heart of hospitality: service.

Wil sits down with Tim Wittman, a Denver-based developer and founder of Brewello, a white-label mobile app built for independent cafés and bakeries. Rooted in the same “simple tool + legendary support” ethos as Schedulefly, Brewello integrates directly with Square to enable order-ahead, loyalty, and push notifications—without the complexity or high cost of larger tech platforms. Tim shares how the idea was born after seeing local cafés struggle, why he's focused solely on independents, how his success-based pricing model works, and why word of mouth, authentic partnerships, and community trust will always beat venture-backed speed.10 Takeaways Shared philosophy: Both Schedulefly and Brewello focus on simplicity, fair pricing, and treating customers like family. Founder origin: Tim, a longtime software consultant, created Brewello after seeing beloved Denver cafés close and spotting an unmet need. Square integration: Brewello connects directly to Square (covering ~80% of local cafés), removing extra management layers. Practical value: Enables order-ahead, fast pickup, and loyalty without complexity—ideal for local cafés and bakeries. Affordable model: Base version is transaction-fee based (cafés can pass along or split fees); the Pro tier adds marketing tools for $100/month. Built for scale: Technically robust enough to handle large volumes, though focused on small to mid-sized café operators. Community pride: Local customers love when their neighborhood café “has an app,” driving engagement and loyalty. Grassroots growth: Tim's early success has come from referrals, Coffee Fest demos, and built-in customer feedback loops. Marketplace debut: Brewello recently joined the Square marketplace—another grassroots step toward broader visibility. Sustainable growth: Tim and Will align on long-term, values-first growth over the VC “rocket ship” model.

SummaryOn this Restaurant Owners Uncorked episode, Wil talks with Village Juice & Kitchen cofounders Clyde Harris and Lonnie Atkinson about building a clean-food concept that's as craveable as it is good for you. Born from Lonnie's California-shaped passion for fresh, minimally processed ingredients—and reinforced by Clyde's cancer journey—the brand grew from farmers' markets and a pop-up (first juice in 2015, first restaurant in 2016) to seven locations today: two corporate stores (Winston-Salem and the new Raleigh), one franchise (Optimist Hall, Charlotte), and four licensed university outlets (Wake Forest, Elon, USC—South Carolina, and High Point). They unpack price/value myths, menu pillars (cold-pressed juice, bowls, wraps, toasts, plant-based “Billy Cakes”), and an all-are-welcome approach to dietary needs. The growth plan is disciplined—more corporate stores across NC, selective university deals, and a push into hospitals (including a signed deal with UNC Health)—funded store-by-store to protect control and culture. Along the way: lessons in space efficiency (down to 550 sq ft), brand standards and audits, partnerships with college athletics, and the core belief that servant leadership and legendary hospitality make the operation work.10 Takeaways Mission in a line: “Food that tastes as good as it makes you feel.” Origin story matters: farmers' markets → pop-up → first shop; community pulled them forward. Seven locations, four of them campus licenses; Raleigh is the newest corporate store. Value over “cheap”: whole-food portions can out-value fast food, especially without the “juice add-on.” Menu discipline: scratch dressings, organic where it counts, gluten-free/vegan friendly, and customizable. Space mastery: proved the model in tiny footprints (550 sq ft food-hall unit) with smart line design. Athletic partnerships drive volume and credibility (pregame meals, practice smoothies). Hospitals are a natural next channel; UNC Health deal signed while they scout the on-campus spot. Grow slow, keep control: NC-first corporate expansion; fund each store with its own investor group. Culture wins: treat people exceptionally → low turnover, friendly service, consistent reviews.

Wil welcomes guest Ken Stemke, owner of Main Street Social in Libertyville, IL, an upscale Italian-American restaurant with its own wine label. Ken traces his hospitality spark to bussing tables in high school, then a 35-year career in banking that armed him with the financial discipline many restaurants lack. He shares how a seasoned team, empowerment, and a recent, internally driven menu refresh (60+ dishes tested) improved culture and guest experience. The convo dives into COVID cash-flow planning, POS frustrations, the importance of listening to staff and guests, policy headwinds like tip-credit changes, rising costs/tariffs, tech overreach, and why independent restaurants—and local coalitions—are essential to community life. Key Takeaways Banking → hospitality advantage: Ken's finance/accounting background gave him crucial cash-flow and planning skills most operators need but often lack. Seasoned staff pays off: With servers averaging ~40 in age and long tenures, May Street Social avoids much of the turnover drama. Empowerment drives innovation: Shifting decision-making to loyal team members led to a broad menu refresh without outside consultants. Manufacturing mindset: Treat each dish like a mini job—know costs, margins, and process control just as in production. Plan for storms: During COVID, Ken worked off daily cash-flows and prebuilt “Plan A/B/C” responses to policy changes. Policy ripple effects: Eliminating the tip credit (e.g., in Chicago) raises labor costs significantly and can hurt independents more than chains. Tariffs & uncertainty pinch demand: Cost shocks (produce, glass, wine) and scary headlines can temporarily depress traffic. Right-sized tech: Restaurants should resist feature bloat; deploy only tools that simplify ops (Ken is doubling down on using Schedulefly fully). POS matters: Weak reporting and lack of integrations create friction; handhelds and better data can smooth service pacing. Community is the moat: Independent restaurants anchor local identity; forming downtown/indie coalitions amplifies marketing and advocacy.

Wil  sits down with Emily Williams Knight, CEO of the Texas Restaurant Association (TRA), which represents 58,000 restaurants, 1.4M employees, and nearly $137B in annual sales. Emily explains how the TRA protects a pro-business regulatory environment so operators can focus on guests and teams, not red tape. She shares a pandemic origin story: brand-new in the role, she built a “war room,” forged bipartisan relationships, helped shape PPP/RRF fixes, and pushed for one of the earliest statewide re-opens, becoming a nightly “north star” for Texas restaurants.Today's headwinds: uncertainty across demand patterns, labor/immigration constraints disrupting the full “plant-it to plate-it” chain, protein inflation (beef unlikely to ease until ~2028 due to shrunken herds, import frictions, and disease risk), and looming seafood import tightening. Emily flags swipe fees (3–4%+), opaque delivery chargebacks/penalties, and rising insurance/rent/cleaning costs that small operators can't keep passing to guests. TRA's approach: advocate first by collaboration (then legislate if needed), and deliver practical operator wins—e.g., a $9/mo Teladoc program (including mental health) for employees/families, childcare policy via an Employers for Child Care task force (8 of 9 bills passed), and exploring lower-cost payments (e.g., stablecoin rails) to challenge card duopolies.Throughout, Emily underscores that independents are community infrastructure - first to show up in disasters, central to local identity - and urges owners to engage with their state associations for advocacy, education, and scaled benefits. Her north star: be courageous and pragmatic - simple solutions to complex problems - so small restaurants can survive the current squeeze and keep delivering hospitality.Key Takeaways TRA at scale: 58k restaurants, 1.4M employees, ~$137B sales—largest private-sector employer in Texas. Advocacy matters: TRA blocked well-intended but risky mandates (e.g., restaurant staff administering Narcan) by educating lawmakers. Bipartisan playbook: Results come from working both sides of the aisle and building trust before crises hit. Pandemic “war room”: Early reopen, nightly updates, and PPP/RRF fixes made TRA a lifeline for operators. Core problem = uncertainty: Demand patterns, costs, and supply reliability are too volatile for 4–6% margin businesses. Labor/immigration shock: Shortages ripple from farm to kitchen; near-term ask is work permits for long-time, law-abiding workers. Protein pressure: Beef relief unlikely until ~2028 due to herd rebuild cycles, import constraints, and disease risks; seafood supply faces stricter import rules. Cost traps: Swipe fees (often 3–4%+) and delivery chargebacks/penalties are eroding margins; TRA is pushing transparency and policy fixes. Practical benefits: TRA offers a $9/mo Teladoc (incl. mental health) for employees/families and is advancing childcare solutions to improve retention. Independents = community infrastructure: They fuel local identity and disaster response—consumer support and association engagement are vital.

Wil sits down with Chris Moran, owner of Bullet Grill House in Point Blank, Texas—an hour north of Houston by Lake Livingston. Chris traces a winding path from teenage shifts at Big Boy to Pizza Hut GM postings across the Midwest, a pivot into automotive/oil & gas, and a “nights-and-weekends” stint at Ted's Montana Grill that rekindled his hospitality bug. In 2019, he and his wife built Bullet Grill House from raw land—doing much of the interior themselves, debt-light by cashing out savings. After a strong first summer, COVID hit; they pivoted fast to curbside, takeout, and discounted beer/wine to-go—ironically exceeding February sales in April 2020. Since opening, they've posted year-over-year growth.Chris walks through lessons learned: keep operations simple and reliable (including moving back to Schedulefly), obsess over service consistency, and keep a close eye on vendor pricing. He's grown the space with “McBullets,” a hidden-door Irish-style speakeasy room, and leverages their 4.4-acre lot to host the East Texas Showdown bikepacking event that brings 200+ riders each spring. While expansion is tempting, he's focused on protecting the “mothership,” staffing depth, and community hospitality that turn first-timers into regulars.Key Takeaways Nonlinear path pays off: Early chain experience + manufacturing “lean” mindset shaped Bullet's processes. Built, not bought: They acquired raw land and did much of the buildout themselves, staying (initially) debt-light to survive the early years. COVID pivot that stuck: Curbside + discounted beer/wine to-go drove April 2020 sales above pre-shutdown February and introduced future dine-in guests. Simple > shiny: Switching away from Schedulefly for “bells & whistles” backfired; they returned to what's stable and staff-friendly. Watch your vendors: Distributor pricing can drift—tight, ongoing monitoring protects food cost. Staff for service, not just cost: Slight overstaffing can be a strategic advantage in remote markets and for guest experience. Grow inside your four acres: Added a speakeasy-style back room (“McBullets”) and use back acreage for events/camping/overflow instead of opening a second unit. Anchor community events: Hosting the East Texas Showdown (180–380 mile routes) fills the lot, sells serious calories, and cements local relevance. Brand clarity matters: Shifting perception from “biker bar next door” to full-service family restaurant took intentional service, menu, and messaging. Cautious about expansion: Protecting the core location and culture outweighs the allure of a second unit right now.

Edward (26) and Myi (27) went from hanging door flyers and delivering pies in high school to owning two Pizza Guys franchises in California's Inland Empire. They share how a decade of on-the-line learning beat any business textbook, why the right partner matters, and what it took to pioneer a NorCal brand in SoCal—leases, permits, delays, and all. They dig into California's new $20/hr fast-food wage, how corporate support and smarter deals helped them steady sales, and the community-first tactics that keep customers coming back. Above all, they're building a culture by doing the hardest jobs themselves, mentoring their crew, and taking calculated risks—not lottery-ticket ones.5–7 Key Takeaways From door hangers to owners: Starting at the bottom gave them credibility with their team and an operator's eye for the details that matter. Choose partners wisely: Drop the ego, communicate, and make decisions together—partnerships thrive on humility and trust. Calculated risk > blind risk: College can teach frameworks, but entrepreneurship is learned by doing; fail, adjust, repeat. Expansion is logistics, not just vision: GC delays, city permits, and rent during buildouts can crush timelines and cash—second-gen spaces can save ~$100–250K. Franchise leverage helps: Brand, ops support, and rapid promo pivots (e.g., after the $20/hr wage hit) can stabilize traffic when conditions change. Community beats coupons: Little gestures (a free ranch, knowing names) build word-of-mouth and event turnout in a non-tourist market. Lead by example: Owners doing the least desirable tasks set the standard; that's how you create consistent service and product quality.

Sam Hart's journey into hospitality is a story of resilience, risk-taking, and reinvention. After dropping out of college multiple times and living out of his car, he discovered a passion for cooking while scraping by on cheap pasta and tomato sauce. That spark led him back to Charlotte, where he left a lucrative advertising career to attend culinary school and eventually train at Alinea, one of the world's most celebrated restaurants. He returned to open Counter, a fine dining concept built on storytelling, music, and discipline, launched with just $35,000 during COVID. Over five years, Sam has grown as a leader, mentor, and innovator, developing restaurants rooted in creativity, resilience, and a fierce commitment to skill, not “talent.” His story blends lessons on risk, failure, discipline, health, and joy in pursuit of building something truly original.10–12 Key Takeaways Origins in Adversity – Dropped out of college four times, lived out of his car, and stumbled into cooking out of necessity. Discovery of Passion – Found freedom and creativity in cooking, which inspired a bold pivot away from marketing. All-In Decision – Quit his advertising job within 48 hours of realizing he wanted to pursue hospitality full-time. Early Sacrifices – Worked as a dishwasher for $8/hour while hustling with Uber, Lyft, and newspaper ad sales to survive. Mentorship Matters – Chef Rob Marilla became a crucial mentor, teaching discipline, fundamentals, and professionalism. Training at the Top – Earned a spot at Alinea in Chicago, where he learned the importance of discipline, organization, and precision. The Counter Concept – Progressive dining with storytelling, music pairings, and a 12-year, 100-menu arc ending in 2032. Bootstrapped Beginnings – Launched Counter with only $35,000 ($20k loan + $15k of his own) during COVID, relying on scrappiness and community support. Iterative Mindset – Embraced failure and constant adaptation rather than clinging to “what works.” People Over Banks – Refused bank loans; instead, worked with individuals who could bring value beyond money. Personal Discipline – Adopted daily practices of meditation, reading, fitness, service, and skill development to strengthen himself as a chef and leader. Philosophy of Joy – Rejects the idea of “talent” and fleeting “happiness,” instead pursuing skill, discipline, and lasting joy.

Wil talks with Anthony Hamilton of Icon Group Hospitality about building people-first restaurant businesses that last. They riff on digital minimalism (Wil's flip phone!), presence with family, and the hard edges of hospitality—burnout, 24/7 crises, substance abuse—then pivot to how thoughtful leadership, balance, and systems can make the work sustainable. Anthony traces his path from CIA-trained chef to operator/educator to acquiring legacy independent brands and venues, explaining creative deal structures, venue-first catering strategy, and a culture that prizes productivity over performative “grind.” The throughline: lead with hospitality, invest in people, use simple tech well, and protect the soul of beloved neighborhood institutions.Key takeaways Presence beats obsession: Ditching always-on smartphones can reduce noise and make you a better leader, parent, and human. Hospitality is holistic: Mental health, family time, and modeling balance are part of the job, not perks. People > spreadsheets: “Internal customers” (your team) drive guest experience; treat them with autonomy, flexibility, and respect. Productivity > hours: Question 50+ hour weeks; manage to outcomes, not optics. Predictive labor wins: Forecast sales, schedule to targets, and adjust—don't try to “cut” your way out after the fact. Simple tech scales: Use lightweight tools (like scheduling/communications) your staff actually adopts; avoid bells-and-whistles bloat. Legacy brand stewardship: When buying independents, preserve what locals love while modernizing ops; owners are often the brand—honor that story. Creative deals keep doors open: Mix owner financing, profit-sharing, and note-holding to match seller needs and protect cash. Venue-first catering strategy: Securing exclusive/long-term venue leases reliably feeds the catering pipeline. Unreasonable touches pay back: Small, thoughtful gestures (a $60 video game + handwritten note) can lock in lifelong clients. Turnover is expensive: Retention beats replacement—paying an extra $0.50–$1/hour can save thousands in churn costs. Lead by example: Owners will always care most; don't expect staff to out-hustle you—set the standard and the tone.

Part I: People-First Leadership → Culture Over Everything

In this episode of Restaurant Owners Uncorked, Wil welcomes Darren Spicer, co-founder and CEO of Clutch Coffee Bar, a fast-growing drive-thru coffee concept with 17 locations across the Carolinas. Darren shares his journey from bagging groceries to working at Dutch Bros, then taking a leap from a successful medical sales career to build Clutch Coffee with his co-founders. The conversation dives into the brand's philosophy of serving “positive energy,” its people-first culture, growth strategy, and the importance of authentic customer service as a differentiator in an increasingly transactional industry. Darren highlights lessons learned in funding, location strategy, and leadership while underscoring his belief that hospitality is about genuine human connection, not just speed or convenience.Key Takeaways Origin Story: Darren's first taste of customer service came as a teenage barista, which shaped his passion for hospitality. Dutch Bros Influence: His time at Dutch Bros taught him the value of culture and service, but a shift tp franchising pushed him to start Clutch. Founding Clutch: In 2018, Darren and two co-founders self-funded Clutch with $500K, opening two stores within four weeks. Unique Experience: Clutch delivers “positive energy” through upbeat music, face-to-face ordering, and genuine interactions, not just transactions. Drive-Thru Focus: The model is primarily drive-thru with small footprints, initially built from converted buildings, now expanding with custom builds. Company-Owned Model: All 17 locations are company-owned to preserve brand consistency and culture, though franchising may be considered later. Growth Strategy: Targeting 5–10 new stores per year with careful site selection—favoring ease of access, visibility, and commuter-heavy routes. Customer Base: Average customer is a 33-year-old female, but Clutch appeals to anyone on the move, from students to retirees. Challenges: Rising coffee tariffs and labor costs require careful pricing strategies while maintaining customer experience. Leadership Philosophy: Darren emphasizes intentional training, consistent reinforcement of culture, and leading by example to scale hospitality.

In this episode of Restaurant Owners Uncorked, Wil talks with restaurateur-turned-coach Josh Kopel about his journey from running highly successful, Michelin-rated restaurants in Los Angeles to how he ultimately transitioned to teaching profitability and marketing. Kopel emphasizes that hospitality is fundamentally about people, not products, and that lasting success requires a servant's heart, resilience, and a willingness to embrace failure as a teacher. Their conversation explores the grind of restaurant ownership, the importance of clarity in brand storytelling, the danger of “scope creep” in menus or features, and why businesses must focus on benefits over features. Kopel also shares his philosophy of teaching everything he knows through a free masterclass, his use of AI as an “executive” assistant, and his mission to give more back to the industry than he takes.Key Takeaways Hospitality as performance art — Kopel discovered the industry young, viewing the bar as a stage and service as a performance. Servant's heart over foodie passion — Restaurants succeed when owners love serving people, not just food. People burn you out, not the product — True resilience comes from loving the challenges of leading and serving people. Success without fulfillment — Despite outward success, Kopel sold his restaurant group during COVID to pursue time freedom and reduce overwhelm. Fall in love with failure — Excellence comes from reps and reframing failure as progress toward mastery. Clear positioning beats going broad — Success in marketing and restaurants comes from narrowing focus and stripping away distractions. People buy benefits, not features — Businesses must sell transformation and outcomes, not just functions or menu items. Michelangelo principle (via negativa) — Growth often comes from subtraction—removing what isn't essential. Build a loyal tribe, not mass appeal — Strong brands unapologetically define who they are, attracting the right customers while turning others away. Marketing is storytelling clarity — Customers ask: Does this need to exist? Is it for me? How does it fit into my life? Teaching as giving back — Kopel runs a free five-day marketing masterclass to serve restaurateurs and build authentic trust. AI as an executive partner — Custom GPT tools can streamline SOPs, competitive analysis, and marketing execution for restaurants.

Tom and Amy Johnson are turning a years-long dream into B-Side the Tracks Brewing Company in Conyers, GA. Amy, a 30-year finance pro turned American Brewers Guild grad, will helm the brewhouse. Tom will run front-of-house and a small distillery (bourbon, whiskey, vodka; rum later). Their vision is a true “third place” with standout hospitality, pizza from a 700° rotating oven, smart limited specials, weekend brunch, and education-forward beer & spirits pairings. The path wasn't linear: failed financing, lost earnest money, an architect/GC reset, a surprise ~$42k water fee, and an 18-month slog to close on their historic railroad-side building. Permits landed late May, renovation began in June, target opening is October. Equipment is en route, community excitement is real, and their service-first mindset (“welcome home”) is the throughline.8–10 Takeaways Hospitality > Hype: They're building a neighborhood “third space” where regulars feel known. Service is the differentiator, not bells & whistles. Beer + Spirits, thoughtfully: Six house beers on 12 taps, a 1-bbl pilot for experiments (first up: a peach wheat), and a micro-distillery launching with three core spirits. Education matters: Tasting flights, three-course pairings (beer and spirits), and “why you like what you like” guidance to win over the “I don't like beer” crowd. Menu discipline: 700° oven, ~90-second pizzas, tight rotating specials, and brunch on weekends, quality over quantity to control COGS and execution. Perseverance playbook: Multiple failed loans, lost deposits, a full architect/GC change, and a late surprise water impact fee, yet they kept going. Community roots: Name and location honor Conyers' rail history. Goal is a Cheers-style welcome: “Welcome home, we're glad you're here.” Real operator chops: Amy's ABG training (and engineering-heavy exams) plus Tom's FOH leadership and distilling background from UVM/Colorado Boy. Own the asset: They bought the historic building; renovations started June after permits cleared in late May. Right partners: POS via GoTab for responsive support and fit; local construction management to keep it community-driven. Target timeline: Brewing kit is on the water (ETA late September); opening aimed for October (Oktoberfest whenever the doors open).

In this episode of Restaurant Owners Uncorked, Wil sits down with Nick Patel, a CPA who left corporate accounting to become a multi-unit franchise restaurant owner before pivoting back into accounting, this time with a focus on helping restaurant operators. Patel shares his personal journey from owning restaurants in Florida, the challenges of partnering with family, and the lessons learned from expanding too quickly. Today, he runs a thriving accounting and advisory practice that specializes in restaurants, helping owners navigate razor-thin margins, complex tax credits, and strategic planning.The conversation spans everything from partnership structures and breakeven analysis, to practical tools like Margin Edge and bill.com, to how strong customer service and “high touch” relationships are becoming rare advantages in business. Both Wil and Nick emphasize the importance of focus, humility, and planning as the foundation for restaurant success.8–10 Key Takeaways Focus Before Scaling – Patel's experience taught him to master one location before attempting rapid multi-unit growth. Confidence without experience can lead to mistakes. Partnerships Require Operating Agreements – Family or friends in business together must clearly define roles and responsibilities upfront to avoid conflict and confusion. Cash Flow Is King – Restaurants should aim for at least six months of fixed costs in reserves when opening to weather delays, early inefficiencies, and training costs. Market Research Matters – Demographics, traffic counts, and competitor sales tracking (even via receipt numbers) are critical before selecting a location. Leverage Tax Credits – Tools like the FICA tip credit and Work Opportunity Tax Credit (WOTC) can save restaurants tens of thousands of dollars annually, yet many accountants overlook them. The Value of Niche Expertise – An accountant who has actually owned and run restaurants brings empathy and practical insights that generalist CPAs may lack. Technology Should Enhance, Not Replace Relationships – Tools like Margin Edge, Ramp, and bill.com help manage costs, but true value comes from maintaining high-touch service and communication. Service Excellence Is a Competitive Edge – With customer service expectations so low across industries, simply answering calls and emails promptly can set a business apart. First Jobs in Restaurants Build Lifelong Skills – Both Wil and Nick argue that everyone should work in a restaurant at least once to learn resilience, multitasking, and people skills. Relationships Create Opportunity – Patel turned an “unsuccessful” restaurant experience into a successful CPA firm by maintaining strong relationships and becoming a preferred vendor.

In this episode of Restaurant Owners Uncorked, Wil sits down with Chef Franck Desplechin, a French-born chef, pastry chef, and hospitality leader with over 26 years of global industry experience. Franck shares his journey from growing up in Brittany, France, to working in Michelin-starred restaurants and luxury hotels, and now stepping into authorship with his debut book Relentless Growth: Cultivating a Chef Mindset for Professional Fulfillment.The conversation explores the demanding world of Michelin-star standards, the importance of mentorship and leadership, the evolution of hospitality culture toward well-being and mental health, and why developing a growth mindset is essential for success in both restaurants and life. Franck also opens up about his process of writing the book, the challenges of publishing, and his mission to help the next generation of hospitality professionals embrace patience, resilience, and personal development.10 Key Takeaways Early Passion for Cooking – Franck discovered his love for the kitchen at 14, influenced by his parents' cooking and a sense of not fitting into traditional school systems. Michelin Star World – Achieving and maintaining Michelin recognition requires relentless pursuit of perfection, but consistency in experience, not just execution, is the true differentiator. The Pressure of Excellence – Working in Michelin-starred environments means high stress, peer pressure, and potential burnout—but also builds resilience and mental fortitude. Mentorship Matters – Franck's passion has evolved from cooking to coaching and mentoring, helping young chefs develop foundations, work ethic, and mindset. Book Mission: Relentless Growth – His debut book provides a blueprint for hospitality students and future leaders, emphasizing patience, adaptability, and the long-term pursuit of fulfillment. Growth Mindset vs. Fixed Mindset – Inspired by Carol Dweck's Mindset, Franck emphasizes that talent alone isn't enough; embracing failure and reinvention is key to lasting success. Self-Publishing with Intention – Instead of chasing traditional publishing, Franck invested in editors, designers, and PR to create a high-quality self-published book that may later attract publishers. Leadership by Empowerment – Great chefs empower team members to create dishes, develop ownership, and grow into leaders themselves. Hospitality Lessons Beyond Restaurants – The principles of running a kitchen—communication, precision, resilience—apply to any industry and leadership role. Future Vision – Franck hopes to leverage his book to speak at seminars, conferences, and even TED Talks, helping transform hospitality culture while raising the standard of leadership.

Wil speaks with longtime Schedulefly customer and Chicago restaurateur Pat Fowler. The conversation covers Pat's unexpected path into hospitality, the risks he took to buy his first restaurant, and the challenges and opportunities facing independent restaurants today. They discuss economic pressures like rising costs, changing consumer habits, and competition from large chains, but also highlight the enduring value of authentic hospitality, community connection, and innovation. Fowler shares how his frozen pizza line became an unexpected new revenue stream and how social media and storytelling are now key to connecting with guests. Wil and Pat reflect on the realities of entrepreneurship, the importance of caring staff, and the resilience required to thrive in a difficult industry.Key Takeaways Industry Inspiration – Listening to fellow restaurateurs' stories can provide therapy, motivation, and a reminder that no one is alone in facing industry challenges. Pat's Origin Story – He pivoted from a failed finance/insurance career to hospitality, fell in love with the business, and ultimately bought his first restaurant using a credit card cash advance. Entrepreneurial DNA – Owning a restaurant requires risk-taking, thick skin, and comfort with constant problem-solving; outsiders often underestimate the difficulty. Economic Pressures – Rising food and labor costs, consumer belt-tightening, and shrinking margins make survival harder, especially against well-capitalized chains. Community & Hospitality – Independent restaurants remain vital because they provide authentic human connection and serve as anchors in their communities. Frozen Pizza Pivot – During COVID, Pat turned his restaurant's signature pizza into a frozen product, which grew into a wholesale business and new revenue stream. Tech: Double-Edged Sword – Some tools (like text-based marketing or Schedulefly) are genuinely helpful; others, often pushed by outsiders, miss the mark. Social Media Storytelling – Sharing authentic stories and featuring staff builds customer loyalty and emotional connection to the restaurant. Staff Culture – Today's workforce needs a strong “why” and meaningful engagement; great service still drives repeat business even more than food or atmosphere. Resilience & Adaptability – The restaurant business always faces cycles of challenge; those who keep innovating and focusing on guest experience endure. The Future of Service – As automation grows in fast food, demand will rise for intentional, human-centered full-service dining experiences.

Wil has a great conversation with Ross Davis, a longtime restaurant professional and operator in Oklahoma City. Ross shares his 29-year journey in restaurants, from waiting tables to management, and reflects on the evolution of restaurant culture, from high-stress, Gordon Ramsay–style management to today's more intentional, people-centered leadership. They discuss generational shifts in alcohol consumption, the rise of cannabis culture, coping with soaring food costs, and strategies for sustainable growth without sacrificing hospitality. Ross emphasizes that great restaurants thrive on culture, consistency, and caring people—not just money or expansion.Key Takeaways  Hospitality DNA – Successful restaurant people thrive under pressure, love the chaos, and have hospitality “in their DNA.” Mentorship Matters – Both Ross and Wil credit early managers with shaping their careers through lessons about speed, efficiency, and professionalism. Cultural Evolution – Old-school yelling and screaming management styles no longer work; modern leadership requires calm, adaptability, and care. Generational Shift in Habits – Younger staff drink less alcohol, often preferring cannabis and healthier choices, shifting social and workplace dynamics. Profitability Under Pressure – Rising food costs force restaurants to innovate; Ross's $10 taco lunch special is an example of delivering value while maintaining margins. Attention to Detail – Every penny matters in restaurants—whether it's cheese shavings on a prep counter or sourcing spices more efficiently. Team Vibe is Everything – A strong, fun, intentional staff culture is felt by guests and even delivery drivers, creating memorable experiences. Four-Walls Focus – Echoing Keith Paul's philosophy, success comes from obsessing over what happens inside the restaurant, not external advertising. Expansion Done Right – Opening a second location should only happen when management depth and culture are strong enough to duplicate—not just because of greed or short-term success. Technology Choices – Ross values Focus POS for reliability over flashier systems like Toast, which can pile on hidden fees and overcomplication. Schedulefly's Differentiator – Personal, responsive service and simplicity make Ross stick with Schedulefly over bundled alternatives like Restaurant365. Sustainable Growth Mindset – Long-term success requires balancing profitability with hospitality, culture, and people-first leadership.

SummaryIn this inspiring episode of Restaurant Owners Uncorked, Pop, a Thai-born entrepreneur, shares his remarkable journey from arriving in the U.S. in 2005 with only $300 and dreams of becoming the next Bill Gates, to building a 12-restaurant hospitality empire. Initially working in restaurants to pay the bills, he discovered his true calling as a chef during a pivotal moment at a food court. Over two decades, Pop built Farmhouse Kitchen Thai Cuisine through authenticity, teamwork, and an unyielding work ethic, navigating challenges like the 2008 housing crisis and the COVID-19 pandemic. When the pandemic threatened his business, Pop innovated with visually appealing Thai food trays sold through DoorDash, turning a near-disaster into a massive success. He emphasizes hospitality from the heart, balancing tradition with innovation, building trust in his team, and creating restaurants that feel like home for both staff and guests. His story is a masterclass in resilience, adaptability, and leading with purpose.8–10 Key Takeaways Authenticity is the foundation – Staying true to his Thai heritage and hospitality traditions has kept Pop's brand consistent and memorable. A defining moment can set your path – Cooking a dish unexpectedly for a customer early in his career gave him the confidence to pursue a culinary path. Innovation in crisis – During COVID-19, Pop transformed surplus catering trays into popular takeout sets, ultimately selling 150,000+ trays. Adaptability is essential – Shifting from 90% in-house dining to 100% takeout/delivery during the pandemic saved his business. Balancing tech with soul – Leveraging DoorDash, QR codes, and digital tools while keeping hospitality personal ensures growth without losing authenticity. Teamwork is built on trust – Pop transitioned from a “one-man show” to empowering staff through training, communication, and letting go of ego. Culture starts at clock-in – He insists on starting every shift with positivity, knowing energy flows through the food to the guest experience. Customer relationships go beyond transactions – Many regulars have become lifelong friends and part of the extended “Farmhouse family.” Leadership is by example – Pop's own progression from prep cook to owner shapes how he mentors his team. Resilience is forged over time – Navigating personal, economic, and operational challenges has strengthened his business and leadership philosophy.

Summary: This episode of Restaurant Owners Uncorked features Molly Engelhart, a former Los Angeles vegan chef turned Texas cattle rancher and author of “Debunked by Nature: How a Vegan-Chef-Turned-Regenerative-Farmer Discovered that Mother Nature Is a Conservative.” Molly shares her journey from operating five vegan restaurants to running a regenerative cattle ranch and on-farm restaurant. Her shift came after realizing that all food production, vegan or otherwise, involves death, and that avoiding animal products doesn't necessarily equate to environmental or moral purity. She describes the hidden realities of agriculture, the economic challenges farmers face, and the systemic issues in U.S. food production. Molly emphasizes the need for fair pricing for farmers, consumer education, and direct engagement with nature. She also discusses her upcoming Food is Medicine conference, aimed at connecting chefs, farmers, and consumers with regenerative agriculture and holistic health practices.Key Takeaways: Identity Shift: Molly moved from being a lifelong vegan and chef to a regenerative cattle rancher after realizing vegan agriculture still depends on animal byproducts and causes animal deaths. Food Waste Catalyst: Concerns over massive restaurant food waste led her to start a farm, sparking revelations about the true nature of food production. “Death on Every Plate” Reality: Whether eating broccoli or steak, agriculture involves death, via fertilizers, pest control, or mechanical harvesting. Economic Pressures on Farmers: Land, feed, taxes, and equipment costs make it nearly impossible for new ranchers to survive financially without inherited land or side income. Food Prices & Farmer Survival: Many commodity crop prices haven't risen since the 1970s, while input costs have skyrocketed, contributing to the loss of 140,000 farms in the past decade. Health & Nutrition Concerns: She links modern diseases to refined flour, sugar, and agrochemicals, advocating for nutrient-dense, whole foods despite their higher cost. Chefs as Cultural Influencers: Restaurants can shift consumer perceptions by showcasing local, regenerative foods and promoting direct farmer relationships. Food Sovereignty as National Security: The U.S. has become a net importer of food, narrowing crop diversity and risking resilience. Systemic Change Needed: Calls for reduced bureaucracy, innovative housing for farm workers, and banking products to help small farmers acquire land. Upcoming Event: Molly is hosting the Food is Medicine conference (Sept 26–28) featuring workshops, advocacy training, and speakers like Will Harris, focusing on regenerative food and health transformation.

In this Restaurant Owners Uncorked episode, Wil speaks with Or Peleg of Tel Aviv Restaurant Group in Los Angeles about his journey from aspiring lawyer to restaurateur, his group's six kosher restaurants, and the realities of running hospitality businesses in a challenging post-COVID LA environment. Or shares insights on balancing high service standards with rising labor costs, maintaining a people-first hospitality culture despite industry-wide tech and automation trends, and the importance of building lasting customer relationships. He emphasizes that while the restaurant business is tough and unpredictable, the joy of creating memorable guest experiences and fostering community keeps him motivated. Both discuss staffing challenges, the benefits of a weekly day off due to kosher practices, and the need for realistic expectations for anyone entering the industry.Key Takeaways: Or Pellig transitioned from aspiring lawyer to hospitality after discovering his love for creating memorable guest experiences. Tel Aviv Restaurant Group operates six kosher restaurants in LA's San Fernando Valley, with a seventh opening soon. Kosher operations involve strict dietary laws, separation of meat and dairy, special inspections, and closure from Friday sundown to Saturday sundown. Closing on Saturdays, initially a concern, now provides essential rest and balance for the team. Post-COVID staffing challenges include higher turnover, rising wages (e.g., $20/hr at McDonald's), and difficulty finding committed team members. The group invests in higher staffing levels to maintain personalized, hands-on service despite tech trends pushing toward self-ordering and automation. Exceptional service and experience—not just food quality—are key to customer loyalty in a competitive market. Or cautions would-be restaurateurs about the industry's challenges, high failure rates, and the need for hands-on ownership. Hospitality work offers a unique career path for people from all backgrounds, rewarding hard work and guest care with growth opportunities. Owner presence, strong culture, and genuine gratitude toward loyal guests are essential for long-term success.

In this lively and entertaining episode of Restaurant Owners Uncorked, Wil Brawley sits down in the famed Branded Hospitality studio with Michael “Schatzy” Schatzberg and Jimmy Frischling, the duo behind Branded Hospitality Group. What begins as a nostalgic look back at their individual paths into hospitality, Schatzy from dishwashing at a bagel shop, Jimmy from bartending during his finance career, evolves into a deeper conversation about how their complementary backgrounds led them to create a unique investment and advisory platform for hospitality tech. Their journey includes operating and investing in restaurants, vetting emerging technologies, and launching a hospitality-focused investment vehicle that now includes nearly 60 companies. This episode blends humor, personal stories, sharp insights into tech adoption in restaurants, and reflections on the high-touch, deeply fragmented nature of the industry. Wil, Schatzy, and Jimmy also dive into cultural icons like Cheers and Rocky, all while echoing the central truth: relationships, trust, and simplicity still matter most in hospitality.Key Takeaways:Humble Beginnings in HospitalitySchatzy started at a bagel shop at age 15 doing grunt work, later bartended at Duke's, and eventually became a co-owner. Jimmy cut his teeth barbacking and waiting before moving into finance, hospitality was always a “gig job” until he circled back as an investor.Complementary PartnershipBranded Hospitality was born from blending Schatzy's deep operational experience with Jimmy's financial acumen. Their combined perspectives helped them create a unique platform for restaurant tech investment and advisory.Restaurant as Testing Grounds for TechTheir real breakthrough came when they used one restaurant to pilot four tech tools: Pour My Bev, Chowly, Bbot, and GoParrot. That pilot validated their thesis and launched Branded's broader investment strategy.Fragmented Industry, Custom SolutionsWith 70% of restaurants being independents, there's no one-size-fits-all tech stack. Branded emphasizes operator-driven solutions. Tech must meet operators where they are and be something they'd actually pay for and use.Investments and ApproachBranded has invested in nearly 60 companies via funds, SPVs, and family office partnerships. They screen over six companies a week and have a strong filtering process rooted in operational validation rather than pitch decks.Importance of Word-of-Mouth Over InfluencersSchatzy and Jimmy stressed the value of personal trust networks in tech vetting. “Know and trust” beats paid influencers. Word of mouth is still king, especially in a people-first industry.Tech Is a Support Role, Not the StarDespite enthusiasm for AI, robotics, and personalization, the hosts emphasized that restaurants will always be about food, hospitality, and human connection. Tech enhances but doesn't replace that.Community & Independent Operators MatterIndependents aren't just small players, they're vital to neighborhood vibrancy and cultural identity. Branded sees Schedulefly as a valuable tool to build community and share knowledge among these operators.The Future: Data-Informed, Human-TouchedThey see a future where guest data is used meaningfully, like knowing who's dining and what they love, but tied closely to real human engagement. Hospitality is still personal, even if it's tech-informed.Fun, Nostalgia, and CultureFrom Cheers and Friends to Rocky and Godfather references, the episode celebrates the enduring joy of classic stories, mirroring the timeless essence of hospitality: welcoming, connecting, and making people feel at home.

In this episode, Wil chats with longtime friend and restaurateur Drew Moore of Carrboro, NC. Drew shares updates on his ventures, including Venable Bistro, B-Side Lounge, Auto Strada Pizza & Panini, Auto Strada Gelato & Coffee, and the upcoming House of Gatewood Chop House in Hillsborough. He explains how a 2022 trip to France and Italy inspired Auto Strada, modeled after Italian “auto grills,” offering high-quality paninis, pizza with imported Italian flour, and real ingredients at approachable prices. They discuss the challenges of running restaurants, including supply chain issues (especially in beef), workforce recovery post-COVID, rising tuition and its impact on staffing, and educating consumers on healthier food choices. Drew emphasizes values-driven business practices, maintaining ingredient integrity, and making dining experiences approachable while elevating quality, all while balancing the very real, unglamorous daily demands of restaurant ownership.Takeaways: Inspiration from Italy: Auto Strada was inspired by Italian highway “auto grills,” which offer fresh, high-quality paninis, coffee, and gelato, something Drew wanted to bring to North Carolina. Ingredient Integrity: Auto Strada uses imported Italian double-zero flour (non-GMO and glyphosate-free), San Marzano tomatoes, and high-quality Wisconsin cheeses, making their pizza more digestible and flavorful. Educating Consumers: Many customers already recognize the health benefits of authentic ingredients, and Drew uses menu descriptions and conversations to further educate them. Economic Realities: While higher-quality ingredients cost more, Drew notes that dough remains inexpensive compared to cheese and proteins, making pricing manageable for customers. Beef Supply Challenges: The beef market is at its lowest production since the 1940s, making sourcing for the chop house complex; Drew is exploring local farms and co-ops for ethical, high-quality beef. Workforce Recovery: Post-COVID staffing remains challenging, though 2024 has shown improvement. University towns have a unique labor cycle, but graduate school enrollment spikes have slowed industry recovery. Consumer Shifts: Customers are increasingly health-conscious, moving away from processed fast food toward real, nutrient-dense options—a shift that supports Drew's model. Rising Tuition & Labor Market: Drew and Wil discuss the high cost of higher education, diminishing ROI for some degrees, and how AI may replace entry-level jobs, influencing the restaurant labor pool.  The Unseen Side of Ownership: Drew highlights the unglamorous reality of restaurant ownership, fixing toilets, handling equipment breakdowns, and responding to emergencies are all part of the job.