Podcasts about restaurants

Jiya Bhatia Talks All: Pakistan, Family Restaurant Burning Down, Homeowner at 17, CHISME & MORE! Thanks to my Sponsors: Find exactly what you're booking for at ⁠https://Booking.com⁠, Booking.YEAH! Book today on the site or in the app. Stick to the staples that last—with elevated essentials from Quince. Go to ⁠https://Quince.com/alan⁠ for free shipping on your order and 365-day returns.  •Don't forget to subscribe to the podcast for free wherever you're listening or by using this link: ⁠⁠⁠⁠⁠https://bit.ly/NochedePendejadasPodcast⁠⁠⁠⁠⁠ •If you like the show, telling a friend about it would be helpful! You can text, email, Tweet, or send this link to a friend: ⁠⁠⁠⁠⁠https://bit.ly/NochedePendejadasPodcast⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠Follow Alannized on IG⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠Follow Alannized on TikTok⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠Follow Alannized on Twitter⁠⁠⁠⁠⁠  Learn more about your ad choices. Visit podcastchoices.com/adchoices

In this podcast, Hunter Leavine sits down with "Chef John" of Izaak's Restaurant in Craig, Montana. In this episode, John shares about his story in as a chef, and how he has built his life around his love for nature and fishing. To learn more about the podcast, head to www.captainscollective.com. To learn more about traveling with us on hosted fishing trips, head to www.drifterfishclub.com. Learn more about your ad choices. Visit megaphone.fm/adchoices

Most restaurant operators treat tips like a liability—or worse, an afterthought. But Kirk Grogan sees them for what they really are: one of the most powerful tools in your business. As co-founder of TipHaus, Kirk has helped thousands of restaurants transform tip management from a source of stress and legal risk into a lever for culture, retention, and operational clarity. In this episode, we break down why tip strategy is leadership strategy, how transparency builds trust and performance, and what happens when your team feels seen, paid, and empowered. If you think tip management is just about math, this conversation will blow your mind. To learn more about how TipHaus is transforming tip management into a tool for growth, visit https://www.tiphaus.com. ____________________________________________________________Full Comp is brought to you by Yelp for Restaurants: In July 2020, a few hundred employees formed Yelp for Restaurants. Our goal is to build tools that help restaurateurs do more with limited time.We have a lot more content coming your way! Be sure to check out our other content:Yelp for Restaurants PodcastsRestaurant expert videos & webinars

In today's Reddit stories, OP gets his girlfriend a probationary period at his job, but she doesn't put her all in and when OP eventually ditches her as a restaurant during lunch, it may have cost her the job.0:00 Intro0:18 Story 13:31 Story 1 Comments5:51 Story 1 Update8:30 Story 1 Comments 110:05 Story 217:49 Story 2 Update21:27 Story 323:45 Story 3 Update#redditupdate #redditrelationship #redditstoriesreddit Hosted on Acast. See acast.com/privacy for more information.

Matt Kowalick (@mattkowalick) and Holly Prazoff (@hollypraz) of Screentimers join the 'boys to talk parenting, carnival eats, and kids' meals before diving into a review of Panda Express Cub Meals. Plus, a drank or stank with the new Sprite+Tea.Stick around after the episode for a bonus segment with the writer and artist of the Doughboys Comic Book, Alex Firer and Fred C. Stresing! Get the Doughboys Comic Book at beourkids.comWatch this episode at youtube.com/doughboysmediaGet ad-free episodes at patreon.com/doughboysGet Doughboys merch at kinshipgoods.com/doughboysAdvertise on Doughboys via Gumball.fmSources for this week's intro:https://history.state.gov/milestones/1969-1976/rapprochement-chinahttps://www.history.com/articles/nixon-china-visit-cold-warhttps://gwtoday.gwu.edu/50-years-later-richard-nixons-historic-visit-chinahttps://www.nytimes.com/2016/02/07/nyregion/the-pandas-richard-nixon-obtained-for-the-us.htmlhttps://nationalzoo.si.edu/animals/history-giant-pandas-zoohttps://www.pandarg.com/about-us/timeline.htmlSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Boomer used the phrase, ‘triple digit sizzlers' for pitches over 100 mph. We talked about Sizzler and how they still exist, mostly on the west coast. We went though some other places like Long John Silver and Arthur Treacher's.

Send Bidemi a Text Message!In this episode, host Bidemi Ologunde examines the disappearance of independent and small franchise restaurants as a result of multiple intersecting factors.Support the show

We got some extra news, then Val calls.

Seasoned restaurant waiters reveal the dining mistakes and teach you how to dine like a boss. Where to place your napkin to how to signal you're done with your meal.

Raised in Sault Ste. Marie, a small industrial town in Northern Ontario, Craig Stanghetta grew up surrounded by hospitality—his family owned the city's oldest hotel. Though initially drawn to theater, he worked as a professional actor until he found the same sense of connection in the world of design.His first project, the Chinese brasserie Bao Bei in Vancouver's Chinatown, solidified the career pivot. From that moment, his focus shifted. What began as a hands-on, instinctual approach—learning on the fly, designing furniture, pouring countertops, and collaborating with friends—evolved into Ste Marie, a multidisciplinary design studio known for its immersive storytelling and mood-driven environments. Today, with a portfolio that spans restaurants, residences, and hotels, he continues to design with a sense of purpose and place, he remains committed to designing emotionally resonant spaces that take guests on a journey.Thank you for listening! For more of our great interviews, find us at hospitalitydesign.com.

This week: war and peaceDespite initial concerns, the ‘Complete and Total CEASEFIRE' – according to Donald Trump – appears to be holding. Tom Gross writes this week's cover piece and argues that a weakened Iran offers hope for the whole Middle East. But how? He joined the podcast to discuss further, alongside Gregg Carlstrom, the Economist's Middle East correspondent based in Dubai. (01:51)Next: why are so many restaurants offering halal meat?Angus Colwell writes about the growing popularity of halal meat in British restaurants. This isn't confined to certain food groups or particular areas – halal is now being offered across restaurants serving all sorts of cuisine, from Chinese to Mexican. But why is it so popular? And is it just a trend, or part of a wider shift for British restaurants? Angus joined the podcast to discuss further, alongside restaurateur James Chiavarini, owner of Il Portico and La Palombe, both in Kensington. (23:46)And finally: millennials, the brown furniture is on its wayThe ‘great wealth transfer' – the transfer of trillions in wealth from boomers to millennials – is oft-discussed, but Arabella Byrne argues this goes far beyond just money. Brown furniture, from desks to cabinets to mirrors, will be passed on as inheritance by boomers who downsize – and Arabella says this is ‘the abject symbol of generational misalignment'. Arabella joined the podcast to discuss further, alongside The Spectator's economics editor Michael Simmons. (33:07)Hosted by Lara Prendergast and William Moore.Produced by Oscar Edmondson and Patrick Gibbons.

Homeland Security reveals exactly how many people have been caught up, so far, in SoCal immigration sweeps. The Justice Department sues an OC official, who's accused of protecting the identities of non-citizens. LA gets its first 3-Star Michelin restaurants. Plus more.Support The L.A. Report by donating at LAist.com/join and by visiting https://laist.comVisit www.preppi.com/LAist to receive a FREE Preppi Emergency Kit (with any purchase over $100) and be prepared for the next wildfire, earthquake or emergency! Support the show: https://laist.com

Restaurant industry legend Earl Dardick joins Paul Barron and Anna Tauzin on Restaurant Masterminds to reveal how catering can transform your restaurant's profitability. From his experience with Off Premises Growth Academy, Earl shares why CEO buy-in is non-negotiable, how catering can represent 20% of business while delivering 50% of profits, and why successful operators treat catering as a separate business rather than a menu add-on. Learn about the technology challenges plaguing the industry, the real investment required to scale catering operations, and why local community engagement remains crucial even as AI reshapes food service. Whether you're running a single location or managing a multi-unit brand, this episode delivers actionable insights on building a million-dollar off-premises business.~This episode is sponsored by: Gusto → https://gusto.pxf.io/PBN ~#1 rated HR platform for payroll, benefits, and moreWith Gusto's easy-to-use platform, you can empower your people and push your business forward. See why over 400,000 businesses choose Gusto.RestaurantCatering #OffPremisesDining #RestaurantBusinessGet Your Podcast Now! Are you a hospitality or restaurant industry leader looking to amplify your voice and establish yourself as a thought leader? Look no further than SavorFM, the premier podcast platform designed exclusively for hospitality visionaries like you. Take the next step in your industry leadership journey – visit https://www.savor.fm/Capital & Advisory: Are you a fast-casual restaurant startup or a technology innovator in the food service industry? Don't miss out on the opportunity to tap into decades of expertise. Reach out to Savor Capital & Advisory now to explore how their seasoned professionals can propel your business forward. Discover if you're eligible to leverage our unparalleled knowledge in food service branding and technology and take your venture to new heights.Don't wait – amplify your voice or supercharge your startup's growth today with Savor's ecosystem of industry-leading platforms and advisory services. Visit https://www.savor.fm/capital-advisory

In today's episode, I talk to a craftsman who has explored the tradeoffs inherent in an over attentiveness to scale when developing a business – David Stine of David Stine Furniture. At the core, David is a craftsman, and this attention to the craft shapes everything from his approach to debt and growth, how he thinks about creativity, and even the rich life, broadly defined. Whether you run a small business, dream of starting one, or just want a fresh lens on work and meaning—this episode is for you.

6-26 Adam and Jordana 9a hour

The road to Minnesota's most recognized Vietnamese restaurant started with a St. Cloud family sponsoring a refugee couple and their 7 children. Lung Tran escaped Vietnam during the War with her husband Quang Truong. Her daughter Heather Mandanas and her grandson Andrew Truong share their family's story through food and through our conversation. Quang opened with just a few tables in 1989, today it's busy, it's successful, and it's legacy.

This week: war and peaceDespite initial concerns, the ‘Complete and Total CEASEFIRE' – according to Donald Trump – appears to be holding. Tom Gross writes this week's cover piece and argues that a weakened Iran offers hope for the whole Middle East. But how? He joined the podcast to discuss further, alongside Gregg Carlstrom, the Economist's Middle East correspondent based in Dubai. (01:51)Next: why are so many restaurants offering halal meat?Angus Colwell writes about the growing popularity of halal meat in British restaurants. This isn't confined to certain food groups or particular areas – halal is now being offered across restaurants serving all sorts of cuisine, from Chinese to Mexican. But why is it so popular? And is it just a trend, or part of a wider shift for British restaurants? Angus joined the podcast to discuss further, alongside restaurateur James Chiavarini, owner of Il Portico and La Palombe, both in Kensington. (23:46)And finally: millennials, the brown furniture is on its wayThe ‘great wealth transfer' – the transfer of trillions in wealth from boomers to millennials – is oft-discussed, but Arabella Byrne argues this goes far beyond just money. Brown furniture, from desks to cabinets to mirrors, will be passed on as inheritance by boomers who downsize – and Arabella says this is ‘the abject symbol of generational misalignment'. Arabella joined the podcast to discuss further, alongside The Spectator's economics editor Michael Simmons. (33:07)Hosted by Lara Prendergast and William Moore.Produced by Oscar Edmondson and Patrick Gibbons.

In this episode, we sit down with Stephen Hay, founder of Juju's Kitchen, the San Diego-based meal prep brand known for its legendary Juju Fries and unwavering commitment to clean eating. From a divinely inspired dream to a thriving business built on grit, obedience, and health-first values, Steven shares how he went from electrician to entrepreneur—without any restaurant experience.You'll hear:• The incredible origin story of Juju's Kitchen

After 3 weeks of voting on 64 Chicago area “Mom & Pop” Italian Beef places, we finally have a new champion of our annual Chicago’s Best Beef Tournament, sponsored by Turano Baking Company and Caruso Provisions. John Williams was joined by Chicago’s Very Own Eats podcast cohost / WGN Radio bracketologist Michael Piff to call […]

Bobby shared how a restaurant made him and his wife feel like liars. He was so fired up he brought in his evidence and had his wife call into the show to tell her side of the story. Amy shared that she is in need of a refresher in her life and looking to make a drastic change. She presents to us what she wants to do and we guide her through making the decision and whether she really wants it or it's just an impulse. Bobby brings in a new fitness test for the show: Can you jump from your knees to your feet? We all tried it and were surprised who could and couldn't. In the Anonymous Inbox, a mom wants to know if she can take her 9 and 11 year old to a Sabrina Carpenter concert.See omnystudio.com/listener for privacy information.

After an amazingly hot weekend in Lexington KY, Angel and Marcus realize that we have enough Soul Food restaurants.  Also, Amar had a full melt down AS SUMMER CAMP. Check Out Our Sponsors: Photobooth Supply Co HungryRoot Join Our Patreon for $5

06/25 Hour 1: Massive Night For The Washington Wizards - 1:00 Top Storylines Around The Sports World - 14:00 Classic American Restaurant Is Making A Comeback - 34:00

The journalist talks to Mark and Kate about his book, DINING OUT, which is the first book dedicated to the history of gay restaurants and how they've shaped our culture; why he was reluctant to include his own personal stories—and what convinced him to do so; how the culture has changed over the years, and why; and Mark's gay restaurant tour of 1970s New York City.Read an excerpt from DINING OUT on the Bittman Project: https://bittmanproject.com/dining-out/Subscribe to Food with Mark Bittman on Apple Podcasts, Spotify, or wherever you like to listen, and please help us grow by leaving us a 5 star review on Apple Podcasts.Follow Mark on Twitter at @bittman, and on Facebook and Instagram at @markbittman. Want more food content? Subscribe to The Bittman Project at www.bittmanproject.com. Hosted on Acast. See acast.com/privacy for more information.

Do you know where your tip money goes? This podcast dives into how service industry workers get paid, focusing on how much of their pay comes from tips. We'll explore the ins and outs of sharing tips to support staff and what happens to the money before it ends up in the server's pocket, so you can better understand restaurant operations.

In this episode of Building Texas Business, I sit down with Pete Mora, founder of Fajita Pete's, to talk about his journey from running a full-service restaurant to building a scalable, off-premise food concept focused on delivery and catering. Pete shares how starting small and keeping the menu focused allowed him to maintain quality and simplify operations. He explains that by limiting the menu and designing the kitchen accordingly, they were able to keep costs low while serving large groups efficiently. His approach helped transition from dine-in service to a streamlined catering and delivery model. We also discuss the importance of hiring well and establishing effective systems. Pete admits he learned the hard way about managing people and the value of setting expectations early. As the company grew, building a culture based on respect, structure, and direct communication became essential to maintaining consistency across locations. Finally, Pete reflects on what it takes to be an entrepreneur. He emphasizes being prepared for challenges, not romanticizing the journey, and staying committed to the long haul. His advice is to set small, achievable goals and surround yourself with people who complement your weaknesses. It's not about doing everything yourself, but about building a structure that supports the growth of your business and your team. SHOW HIGHLIGHTS I delve into the entrepreneurial journey of Pete Mora, founder of Fajita Pete's, exploring his evolution from waiting tables in college to establishing a successful restaurant chain. We discuss Pete's strategic business model, which emphasizes a small footprint and limited menu to enhance operational efficiency and specialize in off-premise services like delivery and catering. Pete shares insights on effective team management, highlighting the importance of hiring the right people, setting clear expectations, and fostering a supportive work environment. The episode explores how Pete's innovative approach and adaptation of technology, particularly during the COVID-19 pandemic, contributed to the growth and success of Fajita Pete's. I examine the significance of maintaining quality and consistency across locations, with a focus on centralizing production processes and collaborating with partners who possess operational expertise. We discuss the advantages of being based in Houston, a competitive environment that offers access to resources and professionals, and how this has influenced the scalability of the business. Pete provides practical advice for aspiring entrepreneurs, emphasizing the value of setting achievable goals and understanding that success can also come from significant contributions within a company. LINKSShow Notes Previous Episodes About BoyarMiller About Fajita Pete's GUESTS Pete MoraAbout Pete TRANSCRIPT (AI transcript provided as supporting material and may contain errors) INTRO Welcome to the Building Texas Business Podcast. Interviews with thought leaders and organizational visionaries from across industry. Join us as we talk about the latest trends, challenges and growth opportunities to take your business to the next level. The Building Texas Business Podcast is brought to you by Boyer Miller, providing counsel beyond expectations. Find out how we can make a meaningful difference to your business at BoyerMillercom and by your podcast team, where having your own podcast is as easy as being a guest on ours. Discover more at yourpodcastteam Now. Here's your host, chris Hanslick. Chris: All right, pete, welcome to Building Texas Business. Thanks for taking time to come on the show. I've been a big fan of your food for years, so really excited about this opportunity. Pete: Well, thank you. I know you told me that the babies grew up eating some of it, so those are always my favorite stories when we get to see multi-generational type of business. We've done some kids from kinder through college now. That's how old we are, that's how long you've been around, I love that I hope my daughters listen. Chris: They don't listen to all these. I think I know that to be true, but they're going to listen to this one. Hayden and Holland grew up on Fajita Pete's. For sure, Fajita Pete's, tell us what that is what you're known for, fajita Pete's. Pete: We're a very small footprint restaurant. 98% of what we do is off-premise. That's our thing. It's either pickup delivery. Catering is a huge part of what we do. By catering, we specialize in corporate catering. Okay, so office lunches, like here at your firm, people call us up 30 people, 11, 30, 14th floor, 29, 25, richmond, you know and then we just show up. They, they like the ease of it. We do three types of deliveries. We do with the warmers, with the servers if you need them, or just drop off and get out of your way which is the most? popular one, but we specialize in a very limited menu so that way we can feed the hundreds of people we do every morning on catering, and then at night we turn into a delivery company, kind of like a pizza company. You call us up, feed us for four. Boom, we show up at your door with the food. Chris: And I can attest that you show up fast. Pete: Yep, yeah, that's from those small menus, so we specialize. There's very few things I'm good at, so I try to do as little as possible so I can be good at those things. Chris: Yeah, keep it simple, stupid, exactly, I love it. So I would think keeping the menu narrow like that helps you with controlling food costs and inventory and managing kind of the cost side of your business. Pete: Yeah, business-wise it's good on a lot of levels. The fixed costs, like you said, the rent. So the menu decides your kitchen layout. So, it decides your equipment package. It decides how many feet I mean you can get very granular with these things. It decides how many feet you need between the equipment, how you lay everything. Our menu specifically allows you to get high ticket items in the small area you know fajitas and group type of events. So we got a high ticket average for the restaurant industry and that's because our items are sold for families or for big groups like this. So it allows you to crank out a lot of food in a short amount of time and allows you to keep it fresh, and it's also a menu that transports well you can compartmentalize everything and it arrives the way you want it to it makes sense. Chris: So let's go back to the beginning. What was the inspiration for you to start this in the first place? At the beginning. Pete: Well, I waited tables to school. I went to. I'm from, naturally from columbia, south america, when we moved here. I grew up inief. I went through high school here, I went to U of H, got into the entrepreneurship program at U of H and that was a program that taught me how to really think about what I can do and scale. Having waited tables, I said well, restaurants really allow you to find out very quickly if you're going to make it or not. And my mom always told me we didn't bring you here to fill out applications, we brought you here to do something. Chris: Wow, I love that yeah. Pete: So with that mentality I was blessed enough to get out of the entrepreneurship program and run into the Meyer family. You know Meyer Land, meyer Park, sure, and we were able to get a very good deal on a restaurant that had been closed for a few years. Mr Meyer was very gracious, allowed me to go into his office. I learned a lot through that negotiation and we started a full service restaurant right out of college, 60 tables in Meyer Park, and that really taught us a lot. I mean typical immigrant story. Right, we made the tables in our garage. You know, walk through the snow in the Houston summers, all that stuff Uphill both ways. Chris: Yeah, exactly. Pete: So that experience was very good, and I always mentioned the full service restaurant because it led to what ended up being Fajita. Chris: Pizza yeah, it's part of your journey, right yeah? Pete: Taught me. The first year was just survival. Second year was figuring out. Okay, now that we kind of know what we're doing because you never know you kind of know what you're doing. Now how do we add revenue? And that's how catering became a topic. Chris: Okay. Pete: It got to over the six years we were there, where we grew the catering business to where it was doing more than our lunch business, and so when it was time to renew a lease, it just didn't really make sense to have the 6,300 square feet we had. Right, we took a leap of faith and went to a 1,200 square foot kitchen in West University and, thank God, it worked out. Yeah, you know, and that's kind of, we were able to keep what we liked from the restaurant business and do it in a way that allowed me to keep doing it, because maybe if I was still in full service I wouldn't be in the business anymore. It was just a very you know, starting at 23, and it was just very hard to get it going yeah uh, but it taught all the lessons I wouldn't learn. I mean, you learn, you know how they say. You learn more the first six months out of college than you do. Chris: The four years in right, yeah. So what was the name of that first restaurant? Pete: Poblano's Mexican Grill. Chris: Okay. Pete: It was in Westmire Park. Now they tore down that area. There's a Coles there. It's a nice development. Chris: Yeah. Pete: I'm very grateful to the people in that area. They were very nice to us. We still deliver to them a lot. You know, we have people that come by the kids. Like I mentioned earlier, we've been able to feed kids from since they're little to college, and when they're in town they come and say hi. So so it's been a very good community based business from the beginning, and I think that's what allowed us to really get the roots down. That allowed us to, you know, withstand all the problems that come with a new business. Chris: Yeah. So let's talk a little bit about those early days. You just said, and kind of alluded to it, those first six months out of college. You feel like you learned a lot more than you did in the four years in college. Anyone in any business starting out on their own there's a lot of headwinds. There's lessons learned. What were some of the things that the challenges you faced that you might share with the listeners to say now you know I went through this, you're likely to go through it too. Here's what I did to help and maybe something you experienced that someone might learn from your experience, to avoid Anything that you share from that perspective. Pete: I think at the beginning, with the restaurant business, you're in the people business right, and the biggest issue that you don't get practice at is managing your employees, your team, your coworkers. I think that was a big eye-opener because maybe people you run into people that don't have the work ethic you have, so you have to learn and I was, you know, young and my mom always told me start when you're young and dumb, because if you're smart enough, you won't do it. If you were smart enough, you wouldn't do this. Chris: Well, there's plenty of people that have come on the podcast that have said you know, yeah, you're never really ready, you just got to take the leap. It's like having a child. Pete: Yeah, you're never ready, it just comes, comes and now you have to figure it out. So, dealing with a crew setting up, the importance of setting up systems from the beginning and not willy-nilly as you go, which I did at the beginning, that's a problem. I said well, we'll figure it out. Chris: Follow your heart. Pete: I think during those trying times at the beginning, it was that developing systems, figuring out how to be a better leader to the people, and also all that while controlling cost, and what really helped me through it because businesses fail from being undercapitalized or mismanaged and what helped me through it is that we were always able to live very below our means to really withstand those pressures that came at the beginning. Chris: Okay, yeah. So yeah, it's good insight. You talked about the challenges of you know work. You're managing a team. There's challenges in building the team right Because you got to get it right and you're going to run across times where you make bad hires. What are some of the things that you've learned over the years? To try to? You know perfect that either the interview process or whatever to make sure you're hiring the right team members that can kind of buy in and get aligned behind your mission and your beliefs. Pete: I think it's hiring. When you hire out of necessity, you're already at a disadvantage. You just need bodies, right. I think, hiring at the right, getting the right person even if you don't have a spot for them, and making a spot for them Somebody that you think can be good for your team. 85 percent of the employee issues are solved at the hiring table. Yeah, you know, you need to get better at picking people who represent, and now people when they're applying, they talk very well, right, so you've got to get used to looking through the through the BS. That's the hard part yeah, and, and we're in the industry where we're talkers right, the end is the restaurant industry and also understanding and being compassionate that most people that are in the restaurant industry didn't that wasn't their goal originally. We get a lot of people that end up in this industry okay, so you have to be understanding of the path they've been through yeah, I didn't think about that yeah, and so so you have to allow them a growth path within your company, allow them a system that shows them respect and treats them like people, because I hear horror stories about how people get treated other places or and it's just the industry word, sure. So I think having that empathy and looking at the same time, looking through the BS and making sure the person you're hiring has somewhat the same values and goals, or at least providing a structure to where it's very clear what you expect from them, I think that's the only fair way to hire somebody Right, because at the beginning I was hiring people and I didn't have a structure, so that's unfair to them because I figured out, like I'm doing current. Chris: Right, right, right, you're living and breathing it. Yeah, someone you hire may not. Pete: No, they need a job yeah, and so learning that that immaturity I had at the beginning, that was key as well and it was unfair to the employee. So really creating systems becomes a way to be more fair to your employees. Set clear expectations, trackable expectations and achievable expectations. I think that's key to them. Chris: So you have this restaurant right, full service for six years or so, and you make a decision that's pretty significant to kind of really change up your entire business model. What was it that kind of you know led you to get the I don't know confidence or the ability to take that risk Like? Pete: everything else. Necessity Necessity Right, because you're signing an extension of a lease and it feels like a plea deal. That's not a good that's a good sign that you shouldn't sign that extension. You know Right, good sign that you shouldn't sign that extension, you know so. Then, luckily, some of my um. Greg lewis is a gentleman who found the spot for me at west you and I'm always very grateful to him. He was just a customer of mine. He said, hey, there's a spot. If you really think about doing it, there's a spot that's available, you should check it out and so I'm very grateful to him. Always he does a lot of real estate here in houston and um, it was a leap of faith in that. I knew that in 10 years I didn't want to be doing what I was currently doing. So I always think if you don't want to do it in 10 years, then don't do it today, because what are you doing? So I said I like this part of the industry and it was also more scalable. The model I was creating was more scalable and coming out of the entrepreneurship program, I mean, you go there to scale businesses. They teach you a lot of things. So I said this is more scalable. With my small brain, it was easier to fill in the spreadsheet and really explain to myself and prove to myself that it was going to be more profitable in the long run. Chris: It's interesting. I wrote a note to come back to this because when you were talking about full service to what you're doing now, it struck me that what you're doing now is way more scalable than a full service restaurant. It's tough and there's plenty of great examples in town that are still very successful restaurants, but those full service restaurants seem to have a. They gain up, the ones that sustain, develop a personality, typically around that founder and entrepreneur right who's there, and we have lots of great examples. I frequent them a lot but they're tough to scale. Maybe they go to two locations, but it's like it's hard to get beyond that personality of that person and what you've done is is may created something that still has great quality food, has your stamp on it, but doesn't require you to be at all the locations for it to be successful and I think that comes from the, the low operating cost, the simplified menu we spoke about earlier, all those things you know. Pete: I do think that the full service there's always. There's great restaurants here. Like I said, I was born in colombia. I learned how to eat mexican food at ninfas yeah you know, and, and there's a lot of amazing restaurants here in houston. People always ask me well, what do you think about this place? They're great. There's a dude, we're blessed in houston there's so much good food and it's just to me. I tell them it's just an honor to be even mentioned. Like they say oh well, I like your food. I compare it to this restaurant. I compare that. You know that's crazy yeah now it's to think of how it's scaled and how how people know we're actually starting to go from the. What the heck is a fajita pizza? Chris: oh, there's a fajita pizza right, which is a weird turn yeah, you know, I don't know how to tell a different mind. Yeah, yeah, so so you, yeah, so you start this new concept, you start to it. Let's talk through what were some of the challenges you faced in scaling the business. Pete: I think it was educating the market. Right, it was really letting people know because at that time in 2008,. You either got pizza delivered or Chinese and that's it. Yeah, so really educating the market that we do delivery. They're like, oh, okay, so for like 150 people or no, no, no, we do. And you would tell the customers would come in, it's a little room like this. They would come in multiple times and then until while they were there, they saw drivers going. They go oh, you deliver to houses. And it was just an education time because Uber wasn't really big. No, third-party platforms, so that was a very difficult thing. I also put the tortilla lady right behind the counter so I could see her hand-rolling tortillas, because also, when you go to smaller locations, people assume it's a lesser product. Right, it's an inferior product. So I said, well, let's put the lady right here so they know, because they're used to going to the restaurant and seeing the ladies make tortillas the good ones, you know and so they were like, oh, I get it, y'all make your food. It was just a big education process, educating the markets always was the hardest thing at the beginning. Chris: Talking about the tortillas, your quality of food is outstanding, my opinion. Thank you. I think other people agree. One of the challenges for a restaurant, I would think, in the scale, is maintaining the quality and the consistency. Is maintaining the quality and the consistency what? And you? You talked earlier about putting systems in place, but what? What are you doing to make sure that quality and consistency is there, because you're now all across the state of texas? Pete: yep. So it was very difficult to begin. Like I said, we we used to trim in house marinating house. It's a. I mean, we can get into the weeds on processes and procedures, but you would always maybe go to another store where they added sugar instead of salt to the marinade. So you're like, oh, we can't do that. Very early on I realized that I needed more system, more structure, and one of my goals was to grow. But I knew I couldn't do it the way I was doing it. Then we got to the point where we could marinate our stuff centrally and distribute it to our food distributor who takes it to the stores. So that was one thing that saved some concern, because that's the biggest heartache is the worst thing you can hear is I don't like that one as much as that one. Chris: Right, it's just different, right? Yeah, that hurts yeah. Pete: So it's developing relationships with manufacturers that can actually do your recipe the right way and deliver it to the customers. Chris: Sorry, yeah, go ahead. You've been talking a lot. Advert: Hello friends, this is Chris Hanslick, your Building Texas business host. Did you know that Boyer Miller, the producer of this podcast, is a business law firm that works with entrepreneurs, corporations and business leaders? Our team of attorneys serve as strategic partners to businesses by providing legal guidance to organizations of all sizes. Get to know the firm at boyermillercom. And thanks for listening to the show. So let's talk a little bit about innovation. What are some of the things that you feel like you have done, or maybe doing that are somewhat innovative, to help your business grow? Pete: Well, you go back to getting a good team around you, right? So when I started to grow, I ran into one of my partners, joey Aguia, who had a lot of operational experience in the industry. He was a franchisee for multiple concepts and, because I don't want people to think this all came out of my brain, I had a lot of help along the way and I would stop you because that is such a great point. Chris: Rarely has anyone just done it on their own right. You surround yourself and maybe we'll talk a little bit about that in a second, but I think it's a great point we should pause on, it's knowing what you're not good at. Yeah. Pete: And luckily. Chris: I'm so bad at so many things that it was just finding people all over the place that could help me. Well, I doubt that part but I bet you know. Pete: So innovation so you were talking a little bit about All right. So innovation was going to these manufacturers and our recipe is citrus-based. So technology really caught up to what we do in that not that we do anything special, but the way we do it was very hard for technology to be able to put it in a stable way that could perform the way we expected. So along the way we got with further processors who marinated our product and that was a three-year process to really get it right. So that's innovation on their side right. For us it was our technology, our apps, our ability that helped us survive through COVID. Actually Our ability to do curbside, to be quick and responsive, the way we package our things, the way we set up our kitchen, which took a couple iterations, and to really limit steps and increase customers service through speed and convenience and, like I tell people, the three C's you know convenience, a consistency and quality dad joke, like my daughter says that joke and and so. So those three things really helped us to speed up our service and match. So the problem there becomes matching your service through technology and through your processes on the front end. So really investing into that at an early point helped us keep a little bit ahead of the curve along the way. Okay, so those type of innovations. Chris: That's great. Head a little bit ahead of the curve along the way, okay. So those type of that's great. So, as I mentioned, started in houston and one spot in west university. Uh, you've now expanded throughout the state. What are some of the advantages that you've experienced or see in being a texas-based business and maybe it'll kind of spread across the state? I? Pete: think that that well, I came to Houston. I don't you know, being here, you don't realize how big it is and how competitive it is, and, as I think being in that competitive environment really helped us, you know you gotta. I mean, you can't sell fajitas 23 years in Houston and not be good. Chris: Right. Pete: There's 10,000 restaurants that do a great job in Houston, so I think that was one of the things Having access to big providers, distribution, the ports, being close for our produce. You know being close to the border, so I think that being a hub allows you to control costs, develop business and really grow strategically. Having so many people here law firms, business professionals to help you along the way, you have everything you need in Houston, In Texas, you know, by professionals to help you along the way. You have everything you need in Houston In Texas by default, so I think that was really an advantage. Although it's hard to make it, I think you have the tools you need if you're lucky enough to run into them early. Chris: Okay, that's good. So, when you think about the restaurant industry, what are some of the headwinds that you feel like your company or the industry may be facing today, or that you see around the corner that you're trying? Pete: to. Right now. I think there's a crunch. People are spending a little bit less, right? I think we all see it at the grocery stores, we see it everywhere. So a headwind is how do you translate your value proposition to the guests? We're a community-based business, so we tell people teachers, preachers and coaches so that is part of the value proposition you have as a brand. But people still want to. I mean, it's all about the meat and potatoes, right? They want to get a good value for their food. So the headwinds are figuring out how to provide value, control cost and still deliver the quality that the customer deserves. Gotcha. Chris: What was one of the? When you think about struggles or lessons learned, what was one of the maybe failures or mistakes you feel like you made along the way in those early days that you overcame, but it taught you a lesson that you'll never forget. Pete: I think it was really like we mentioned in the beginning hiring problems. At the beginning it was a lack of maturity. It was a lack of having systems, like we mentioned. I think, maybe underestimating what I did in that well, if I did, anybody can do it and maybe making bad decisions on people I could put in key situations, and those probably came because my systems weren't good enough also. So I think really underestimating what you do as an entrepreneur is a problem that we all have. Underpricing your services is a problem we all have. And trying to compete with my full service restaurant, trying to be everything to everybody, having 70 items on the menu that was the biggest lesson. I said no, there's too much waste. It's too hard to be good at everything else. Let's just be good at one thing and replicate that. So I think those lessons really got us to where we are in learning how to trust other people in areas that you're weak at. Chris: I said well, going back to being the best at one thing, it's almost like the GE mindset, right? Yeah, let's be. If you can't be the best, let's not do it. Pete: Yeah, I got any color you want, as long as it's black. Yeah, you know so that's the way you, that's the only way I could figure out how to do it. Chris: Yeah, the kind of going back to the people and I agree with your emphasis on so much of it is in the interview process, hiring process. You usually learn that the hard way, right. And then you get to what do you do when you realize you made a mistake? And what have you kind of learned over the years about when you realize you've made a mistake, how to handle that and how to move? Pete: on. I think you have to be fair to the person. You have to let them go. You have to get rid of the people, right, inform them of why it's probably not a good fit. Most of the times, people just fire themselves. But in this situation where you make the mistake, you just have to be fair. Let them know what their strengths and weaknesses are, because I would want somebody to do it to my son. Sure, let him know where he messed up so he can be better next time. Say, hey, it ain't going to be here, but if you get better, you'll do better there. So having those clear conversations those are tough conversations to have, sure, they are, but they're important because they're part of leadership is not when you're with the person you know. Good leadership extends to when they're gone from you and in the lessons, like a lot of the leaders I've come across, I say the things they say still 30 years later because they're good leaders. So they don't have to be next to you to be a leader. So we, as people who are in charge of businesses, we have to understand that the leadership style we need needs to be forward thinking, right. Chris: But it's a great mindset to share. So let's talk a little bit about leadership then. I always like to ask people how would you describe your leadership style? How do you think that's evolved over the last? Pete: almost 20 years. I think it's like people, I'm very relaxed leadership style. I'm really not very confrontational. I need to get better at those things. But I take everybody's opinion. It's very disseminated the way we make decisions. It's never hey, make the call, pete, right, no, no, we talk about it. I involve everybody. People that maybe even ask why are you asking my opinion? Why do I? Whatever, I think it's very important to always take the opinion of people actually in the front lines, and that's the reason I like having my store, my original store, always because I'm making decisions for a store in Chicago, well, I need to feel the pain of that decision, I need to feel the weight of it, and if I wouldn't do it at my store, why would I do it at theirs? So it keeps you honest. You have to be with the team. I guess is the question for leadership. Chris: Sounds like kind of that servant mindset. Pete: Yes. Chris: I'm not going to ask you to do something I wouldn't do myself Exactly. Pete: And then, once decisions are made, expect everyone to know, get behind it, move forward. Yep, exactly, I think that's important part of especially the industry we're in, because people you, you deal with hourlies, salaries. Now with the franchising corporate staff is a different employee than at the store level, but everybody has a, a trigger. You can. You can touch people in different ways, but you have to take the time to know what motivates them. So you have to to be in it. Chris: Got to be in it. So we've kind of been talking around this, but let's go right into culture, right? So all you're talking about hiring the right people, telling them and being clear about expectations, giving them motivation and incentive to do that job. You know, how would you describe the culture that you believe you have at Fajita Pete's? And then what are you doing to make sure that, as you scale the business beyond that one location, that it is resonating in those other? Pete: locations. We need to do a better job of culture building. You always need to be doing a better job of culture building. I think it's by example, like I told about the leadership side. So we try to communicate directly with the teams. If there's issues, you communicate directly with the frontline people that don't expect a call from you, but it lets them know hey, somebody's watching, and not only when there's issues. When there's good things happening, you need to communicate that to them, because it's like putting deposits in a bank account right, every interaction you have with somebody is that you're putting a deposit or you're taking a withdrawal and if you go and only withdraw, they're not going to listen to you. There's nothing there. So you have to build that up. So those interactions are part of what we do as a culture. We need to incorporate probably more team meetings, as we do. We did at the beginning and now, as the company grew, we have multi-unit franchisees who kind of have a good vibe going on good culture within them. But I do think getting back to more scheduled team events is going to be good. We just had one a few months ago. So those things that allow people to see that you're in it with them. You're going through the same issues it's not just you and you have that support system. I think those things are critical. Chris: I like that and I think the team building right Creating opportunity for them to connect and build relationships so that the team within the team has a connection, feels like they've got each other's back will end up being a better product for the customer Because they're taking pride in what they're doing and want to help each other be successful. Pete: You have to believe your own BS. You know what I mean. Chris: If not, because part of the service that. Pete: You have to believe your own BS. You know what I mean. If not, because part of the service that we try to teach is genuine service. So you have to have a genuine. Like I tell people, don't learn my spiel, but learn in your words. Say the same things in your words, because I don't want it to sound rehearsed True. But, it's a tough thing, as we grow so fast, to really you go through six months at a time in the blink of an eye. So it's something that we have to be more intentional on and keep building that Right. Chris: There's so many things going on right. That's a good point as an entrepreneur, just how you juggle and manage because you're trying to keep the business going, trying to grow the business, you're trying to maintain relationships up, down and all around. But you got to. I think it comes back to systems and processes. Right To say we're going to have quarterly team meetings or whatever they're going to be, so that there's a scheduled cadence to doing the things that help create the connectivity. Pete: Yep, that's part of growth. I think it's just taking stuff off your plate, putting in the right, because on top of all the business stuff there's also life. Yeah, you have a family, yeah, exactly I know so you think about. Chris: you were a great education at U of H and the entrepreneurial program. So what? What type of advice, being where you are now looking back, for someone out there that maybe is thinking about starting on their own, like you did years ago? What are some of the one, two, three things you might say as advice to say, if you're thinking about starting your own business, regardless of the industry? Pete: What's some something you might say as advice to say if you're thinking about starting your own business, regardless of the industry, what's something you could pass on to them? I think you have to have. You have to go in it with open eyes and understand that it's going to be. You can have the best intentions and you can do everything fault, but it's always your problem. So I think that's having you have to know that going in and thank God, now there's industry. You hear, hey, I started a business, sold it in five months for X amount. That's awesome, but that's not everybody. So be ready to. If you're not planning on keeping it, don't start it. Be ready for that. So I buy a couple of little commercial real estate properties. Are you going to flip it? If I'm not willing to keep it for 30 years, I'm not going to buy it today. Now will I flip it? Probably. But you have to go in with the mentality If you're not going to keep it, don't start it. And, like the good things, set yourself small goals, because you always have the big picture as the entrepreneur, as the founder, sure, but set small goals and celebrate the wins, right, you know. So I, I think it, once you achieve those smaller goals, those milestones. You really need to celebrate them for you, because we have, I tell people, entrepreneurship is almost a disease, right, right, and you don't recommend it to everybody. It's not for everybody. 100 so, and there's nothing wrong with not being an entrepreneur now. Now there's a culture that everybody needs to be their own boss and side hustles, and not for everybody. There's nothing. There's entrepreneurship that they teach us in the entrepreneurship program also how to grow within the company Interesting, how to add value to your boss. Chris: I hadn't heard of that. That's great yeah. Pete: So that's a very important part, because not everybody, it's not for everybody. Chris: It's not, and that's a great point, right. Everyone thinks, and because of those, the the things that get the headlines right someone starts a company, a year later, they sold it to whatever it sounds easy, we're making it. Pete: You know the media romanticism about it yeah, but it's not for everyone. Chris: I mean, we're all different, we all have different strengths and and we said this earlier, you know in the podcast, in this episode it's not easy, it's not for everybody. So just because you can't do it, that make you a bad person. You have, you could have a very significant role within a company, even if you haven't found it uh, I would think that's a great thing on your resume is failure right, right that that that I mean. Pete: that's how we all learn, absolutely, you know. And another another thing is people who have done things. If you can move one rock out of the path of somebody coming behind, then that's also our responsibility. Right Now, will they listen or not? Because I remember 23,. You knew everything, you know, yeah, so, but you have to be available to those people as well available to those people as well. Chris: Okay, so you said you moved from Columbia. Yes, sir, what's your favorite thing about Houston or Texas? Is there an event you like to go to every year, or sporting event or cultural event? Pete: About Houston is that there's a lot of live events. So I like live stuff, I like sports, I love the Astros. Go to the Texas games, rocket games, I like that. If you wake up at, if you you're one in the morning and you want to eat food from any country in the world, you pick it. There's a restaurant here in houston for it. Yeah, I like that. There's a good international community. I mean, there's bad things, always the traffic and everything, but that comes with it, right. So I like the opportunity that it's there, because then you can learn from different things, you can apply what you learn in other areas. So that's what I like about it Just the broadness of it, the availability of whatever you can think of and the access to different people that come from maybe not a similar background, but we all have mothers, grandmas, fathers, brothers, sisters. So you end up realizing that the world is not as big as you think and we're not as different as we think. Chris: Very true, very true. So I'm 90-something episodes into this podcast. I've asked every guest this question at the end. When I ask you even though it just seems a little bit odd, but I ask my guests, what do you prefer? Tex-mex or barbecue? You with the fajita restaurant? It seems like it's not a fair question. Pete: It's not a fair question, because my favorite type of food is chinese. Okay, so no. But houston has a great uh text mix scene and and I think it's just awesome when people come here you've seen the interviews they come in for barbecue text mix, but there's so much more in between, sure, you know? I think it's. It's such a beautiful, it's a good city. Chris: It's a great city to be a foodie. Yeah, because it's also where it's such a beautiful part of town. Pete: It's a great city to be a foodie. Yeah, because it's also where it's at on the map right. You can access different produce products that match other cuisines, so then you end up getting more authentic food, like you would if you went there Now. It's not equal apples to apples, but it's a very good representation of whatever that culture is trying to portray. Chris: So last question you've mentioned is it's it's not being an easy being an entrepreneur, run your business. So what do you do to kind of for yourself, to kind of recharge, relax? Pete: Spend a lot of time in the afternoons with the family. The funny thing is cooking, which we do all day. But you know, go home, clip a branch of the rosemary plant, make some steaks for the family, spend time, go to live events. I think recharging that social battery. Being in crowds, I like that environment. That's part kind of the restaurant kind of gives you that. But you know, going to different live events, concerts and sporting events is really kind of the way to charge up and it allows you to be in the moment and, even though you never clock out as an entrepreneur, it allows you to kind of disengage for just enough. Chris: Yeah, you know until you're driving out. Nearly right, yeah, so well, pete, this has been great really your stories amazing and inspiring. Like I said, I've been a big fan of the food for four years before you, so getting to meet you has been a real pleasure. Pete: Thank you, thanks for coming on. Thank you, brother. Chris: Appreciate it.T Special Guest: Pete Mora.

Sharon Zackfia, head of consumer research at William Blair, shares insights from over a decade of Glassdoor data to reveal how culture, leadership, and operational models—not just pay—shape employee satisfaction and long-term brand success in the restaurant sector.

When restaurant owners dream of freedom from the grind — financial, operational and emotional — what they really need is a system. In episode 127 of the “Restaurant Prosperity Formula Podcast,” I sat down with CJ Lewis, co-founder and COO of Jolt, a restaurant operations platform that has redefined how accountability, food safety and systems should work in the real world. If you've ever struggled to get your team to follow checklists, keep temps in line or stay consistent without you breathing down their neck, this episode is for you. Lewis shares how Jolt was born out of frustration — and a $10,000 ice cream meltdown — and how it's evolved into a must-have for restaurant operators serious about success.

Join Fast Casual Nation hosts Paul Barron and Sherah Cansler as they interview Amanda Kahalehoe, COO of Vicious Biscuit, who shares how her Marine Corps background shaped the rapid growth of this unique breakfast concept from 2 to 10 locations. Discover how they've cracked the code on bringing full-service hospitality to fast-casual with their signature biscuit menu, innovative "five table touches" service model, and military-precision operations that achieve remarkable manager retention in an industry plagued by turnover. Amanda reveals their franchise strategy, technology integration including an upcoming mobile app, and plans to reach 25 units by 2026 while maintaining operational excellence.FastCasualNation #ViciousBiscuit #RestaurantFranchiseGet Your Podcast Now! Are you a hospitality or restaurant industry leader looking to amplify your voice and establish yourself as a thought leader? Look no further than SavorFM, the premier podcast platform designed exclusively for hospitality visionaries like you. Take the next step in your industry leadership journey – visit https://www.savor.fm/Capital & Advisory: Are you a fast-casual restaurant startup or a technology innovator in the food service industry? Don't miss out on the opportunity to tap into decades of expertise. Reach out to Savor Capital & Advisory now to explore how their seasoned professionals can propel your business forward. Discover if you're eligible to leverage our unparalleled knowledge in food service branding and technology and take your venture to new heights.Don't wait – amplify your voice or supercharge your startup's growth today with Savor's ecosystem of industry-leading platforms and advisory services. Visit https://www.savor.fm/capital-advisory

6-25 Adam and Jordana 9a hour

In this episode of Arch Eats, hosts Cheryl Baehr and George Mahe talk with Danni Eickenhorst of HuSTL Hospitality Group about the May 16 tornado and its impact on the Delmar Maker District—home to two of her own restaurants. Eickenhorst shares how the local hospitality community has rallied in response, highlights the success of the Take Back The Block concert she organized, and offers practical ways people can continue to support affected restaurants. Drawing on her experience witnessing the 2011 Joplin tornado, she reflects on how the St. Louis storm compared—and why the recovery here requires a different approach. Listen and follow Arch Eats on YouTube, Spotify, Apple Podcasts, or wherever podcasts are available. This episode of Arch Eats is sponsored by Anheuser-Busch Brewery Tours & Experiences and supported by Kranzberg Arts Foundation’s MATI. Beer lovers, discover the Anheuser-Busch Brewery in St. Louis with tours, tastings, and monthly beer pairing dinners. Book your experience now. New to podcasts? Follow these instructions to start listening to our shows, and hear what you’ve been missing! Have an idea for a future Arch Eats episode? Send your thoughts or feedback by emailing podcasts@stlmag.com. Hungry for more? Subscribe to our Dining newsletters for the freshest coverage on the local restaurant and culinary scene. And follow George (@georgemahe) and SLM on Instagram (@stlouismag). Interested in being a podcast sponsor? Contact Lauren Leppert at lleppert@stlmag.com. Mentioned in this episode: HuSTL Hospitality Group Beyond Sweet Kitchen + Bar, 5143 Delmar, Delmar Maker District, 314-601-3628. Steve’s Hot Dogs, multiple locations Steve’s Meltdown, multiple locations Fountain on Delmar, 5242 Delmar, Delmar Maker District, 314-226-9269. Dallas Holland-Mims Action St. Louis Delmar Main Street Missouri restaurant Association (MRA) St. Louis Shakespeare Festival Steve Ewing’s Feed the People program You may also enjoy these SLM articles: More episode of Arch Eats St. Louis restaurant owners impacted by Friday’s tornado assess the damage Ask George: What can people do to help restaurants affected by the May 16 tornado? Q&A with Danni Eickenhorst, HuSTL Hospitality Meet the group building a better St. Louis—one meal, one neighborhood, one employee at a time See omnystudio.com/listener for privacy information.

Support the show: http://www.newcountry963.com/hawkeyeinthemorningSee omnystudio.com/listener for privacy information.

For the three years that we’ve held our annual Chicago’s Best Beef Tournament, Turano Baking Company has been gracious enough to support it as a sponsor. Mario and Giancarlo Turano joined Kevin Powell and Michael Piff on the Chicago’s Very Own Eats podcast to talk about this year’s tournament, the history of their family’s business, […]

Bobby played a game with the members of the morning show where he bets that he can make each of them say the word 'no'. Can they overcome his mind games or do they fall victim of him controlling their minds? We all shared personal stories in Tell Me Something Personal that involve doing something that enraged people online and Amy might be poisoning herself. We talked about how 60% of men keep financial secrets and Lunchbox opens up as to why his wife doesn't need to know how much money he makes.See omnystudio.com/listener for privacy information.

Jack McGarry has achieved the accolades most of us dream about. He's been awarded the best bartender in the world and his NY bar, The Dead Rabbit, was awarded the distinction of Best Bar in the World, a few years after that. But that's not the end of Jack's story. Since hitting the top, Jack has redefined excellence through the lens of bar ownership and has spent the last several years working to become the best owner he can be. Today, we discuss what that looks like in theory and how it manifests itself in practical application. For more information on The Dead Rabbit, visit https://thedeadrabbit.com/____________________________________________________________Full Comp is brought to you by Yelp for Restaurants: In July 2020, a few hundred employees formed Yelp for Restaurants. Our goal is to build tools that help restaurateurs do more with limited time.We have a lot more content coming your way! Be sure to check out our other content:Yelp for Restaurants PodcastsRestaurant expert videos & webinars

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Join Attractions Magazine contributing writers and correspondents as they bring you news and discussion about all things themed entertainment and parks, including Disney, Universal Studios and beyond on The Attractions Podcast. Topics of conversation on this week's episode of The Attractions Podcast: New Epic Universe restaurant(s) opening in 2026 SeaWorld Orlando debuts its first drone show Dollywood's new ride for 2026 Mack Rides' new rocking-boat ride system at Futuroscope will change theme parks Test Track reopening July 22 with ‘spirit of optimism' rooted in Epcot history The Attractions Podcast is brought to you by MEI-Travel and Mouse Fan Travel. They provide premium service and expert advice to get the most for your vacation time and dollars. Visit them at mei-travel.com. We welcome your suggestions and want you to be a part of the discussion. Please send your comments to info@attractionsmagazine.com with the subject line “The Attractions Podcast.” Statements or opinions herein are those of the hosts and advertisers and do not necessarily reflect the views of the producers, Dream Together Media LLC, or staff.

Last time we spoke about the victory at Okinawa.. As American forces led by General Buckner advanced, they captured strategic key points, driving the Japanese into a desperate retreat. Despite overwhelming odds, the remaining Japanese defenders, embodying the samurai spirit, fought to the bitter end, hoping to gain time for their homeland's defenses. On June 21, faced with inevitable defeat, Generals Ushijima and Cho chose to commit seppuku in honor of their duty. Their tragic decision underscored the deep commitment to their cause, an adherence to the warrior code. By this point, countless Japanese soldiers surrendered, acknowledging the futility of their fight. As the month drew to a close, the Americans secured Okinawa, a hard-won victory shadowed by staggering casualties, more than 107,000 Japanese lives lost and significant American losses. This battle not only symbolized the relentless spirit of those who fought but also the tragic costs of war, forever etched in history as a vivid reminder of sacrifice and the haunting price of conflict. This episode is Liberation of Luzon Welcome to the Pacific War Podcast Week by Week, I am your dutiful host Craig Watson. But, before we start I want to also remind you this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Perhaps you want to learn more about world war two? Kings and Generals have an assortment of episodes on world war two and much more  so go give them a look over on Youtube. So please subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry for some more history related content, over on my channel, the Pacific War Channel you can find a few videos all the way from the Opium Wars of the 1800's until the end of the Pacific War in 1945.  For most, the battle of Okinawa basically ends the Pacific War, but the truth is the war was raging all over the place. The second most noticeable place would be Luzon, where the remnants of General Yamashit'as 14th Area Army were still resisting in the northern and eastern mountain ranges. Yet here too, the curtains were beginning to fall. As we last left off, it was mid-April 1945, and the fierce struggle for the liberation of Luzon was reaching a critical phase. General Eichelberger's 8th Army was actively engaged in offensives across the Visayas and Mindanao, while General Krueger's 6th Army focused its might on two primary sectors in Luzon. The stakes were high, the liberation of Luzon was crucial for securing Manila and restoring the Filipino government that had been disrupted by the war. In the northern sector, General Swift's 1st Corps was grappling with General Yamashita's formidable Shobu Group, who were entrenched in this mountainous terrain, making the fighting particularly arduous. Meanwhile, General Hall's 11th Corps was applying relentless pressure on the opposing Shimbu Group, led by General Yokoyama, in the vital areas east of Manila. Starting in the northern reaches of Luzon, we find General Clarkson's 33rd Division making tangible advances, having secured Route 11 up to Camp 3, as well as segments of the Galiano Road and the Tuba Trail. This area, known for its treacherous paths and thick jungle, posed significant challenges, but the troops pressed on. Northward, General Beightler's 37th Division was also on the move, with its 129th Regiment overcoming all enemy resistance along Route 9, reaching the critical town of Sablan by April 14. Not to be overlooked, Colonel Volckmann's guerrilla 121st Regiment had carved a path up Route 4 to the strategically important Bessang Pass, known for its rugged terrain that offers a natural defense. General Mullins' 25th Division was making notable progress towards Balete Pass, gaining crucial footholds on Crump Hill and Myoko Ridge. These positions were essential as they provided elevated vantage points over the surrounding valleys. On the western front, General Gill's 32nd Division had successfully secured the western Salacsac Pass but still faced stiff enemy positions in the eastern pass, where Japanese forces were well-prepared to defend. With the arrival of the bulk of the 37th Division in early April, Swift was poised to launch a dynamic two-division drive towards Baguio, a city nestled in the mountains that had become a strategic goal due to its position and resources. While Clarkson's units continued to engage in patrol actions in the Arboredo, Agno, and Ambayabang River valleys, there was limited progress in these areas. However, the 129th Regiment initiated a decisive attack on Sablan on April 11, successfully breaching Japanese defenses there by April 14. On that pivotal day, the 148th Regiment took charge of securing Route 9 through Calot, a vital corridor for advancing troops. Meanwhile, the 130th Regiment encountered fierce resistance as it pushed west of Asin along the Galiano Road, exemplifying the tenacity of Japanese forces determined to hold their ground. As the battle raged, General Yamashita was already strategizing to evacuate Baguio. By April 19, he made the decision to relocate to the Bambang front, leaving Major-General Utsunomiya Naokata, one of his trusted chiefs of staff, in command of the remaining forces.  Despite the growing pressure on Route 9, the Japanese command seemed out of touch by the second week of April 1945. They inaccurately assessed that the primary thrust of General Swift's 1st Corps would come along Route 11, allowing them to become complacent. This misplaced confidence led to a failure to redeploy troops to counter the increasing threat on their right flank. Instead of fortifying their defenses, they appeared to adopt an inexplicable, almost defeatist attitude, unusual for a military as disciplined as the Imperial Japanese Army. Compounding this lack of urgency was the intense effort from the 14th Area Army headquarters to evacuate civilians and supplies from Baguio, a city perched high in the Cordillera Central mountain range. This evacuation served as a clear signal that the situation was deteriorating, yet the Japanese command remained strangely passive. Yamashita's mindset regarding the unfolding crisis was evident when he made personal preparations to depart for the Bambang front on April 19. In a move echoing his earlier strategy for the Bambang area, he established an independent command for the Baguio front before his departure. Utsunomiya's responsibilities also included nominal command over the 19th Division, stationed north of Baguio, but his control was hampered by significant communication difficulties that plagued the Japanese forces. The first notable action Utsunomiya took was to relieve the 58th Independent Mixed Brigade from the 23rd Division's control, seeking to streamline command. Under Yamashita's directive to hold Baguio for as long as possible before retreating to a new defensive line, Utsunomiya issued an order for all troops along the existing Main Line of Resistance  "hold out to the last man." His tone betrayed the grim reality, coming across as almost ironic given the mounting pressures they faced. Meanwhile, General Sato's 58th Independent Mixed Brigade was frantically working to fortify defenses along Route 9, southeast of Calot. However, their efforts came too late to prevent the 148th Regiment from swiftly capturing Yagyagan on April 15, gaining a crucial foothold in the area. In response to this setback, Sato began sending reinforcements to the Irisan Gorge starting April 16, apparently under Utsunomiya's orders. This narrow, treacherous gorge, surrounded by steep cliffs, was seen as a pivotal point for a last-ditch defense. The Japanese troops managed to repel the initial assaults from the 148th Regiment on April 17, but as night fell, the Americans executed a series of enveloping maneuvers, ultimately securing Ridge A. The following morning, the 148th seized Ridge C; however, their frontal assaults against Ridge B were met with fierce resistance and ended in failure. On April 19, the tide began to turn. After a devastating air strike and concentrated artillery fire that neutralized most of the Japanese positions on Ridge F, the Americans finally captured Ridge B. Concurrently, other American units seized Hills D and E, effectively cutting off the Japanese retreat route. The relentless pressure continued, and the next day, Ridges F and G were subjected to intense attacks, which ultimately resulted in their capture. This relentless campaign forced the Japanese to withdraw to Ridge H, where they continued to regroup. After heavy bombardment, the Irisan Gorge was finally cleared on April 21, sending the surviving defenders scrambling in retreat. As these operations unfolded, the 130th Regiment was busy repositioning two battalions from the Galiano Road to the junction of the Yagyagan Trail along Route 9, poised to mount a coordinated attack on Asin from both the east and west. On April 22, they launched their offensive, catching the Japanese defenders by surprise and effectively dismantling their defenses. By the afternoon of April 23, the Galiano Road was opened for American forces, marking a significant advancement in their campaign. Concurrently, the 129th Regiment had taken over operations from the 148th Regiment and advanced against only scattered resistance, making significant progress as far southeast as the junction of the highway and the Galiano Road. However, their advance was ultimately halted due to concerns about a potential threat from the north. Seizing on this hesitation, General Utsunomiya decided to leave small delaying forces at Trinidad and Baguio, while initiating a general withdrawal to the north and northeast. With Utsunomiya's defensive lines weakened, American patrols were able to enter Baguio on April 24, met with surprisingly little resistance. By April 26, the 129th had effectively secured most of the city, facing only negligible opposition. Simultaneously, elements from the 123rd and 130th Regiments worked diligently to eliminate the remaining Japanese defenses on nearby Mount Calugong, along the Tuba Trail, and on Mount Mirador, ensuring the area was cleared for further American operations. Despite these American successes, Utsunomiya managed to escape with approximately 10,000 troops to the Baguio-Aritao supply road, a crucial evacuation route for Japanese forces. As the end of April approached and into the first days of May, the 37th Division continued to mop up the surrounding areas, further securing Trinidad. Meanwhile, the 33rd Division also pressed forward, capturing the Balinguay-Itogon-Pitican sector, enhancing their control over the region. Looking eastward, General Gill's demoralized 32nd Division was still engaged in fierce fighting through the Salacsac Pass, hampered in their advance along the Villa Verde Trail.  During the second week of April 1945, observers from the 6th Army headquarters reported alarming morale issues within the 32nd Division, echoing concerns that General Krueger had personally noted during previous visits to the front lines. The soldiers of the 126th and 128th Regiments were on the brink of complete mental and physical exhaustion. Front-line troops, many of whom had spent significant time overseas, were becoming overly cautious, possibly from the toll of constant combat. Conversations among the men frequently centered around one urgent topic: their rotation back to the United States. The once aggressive spirit characteristic of these combat troops was waning rapidly. With dwindling numbers and pervasive personnel issues, it was clear that the division would struggle to mount any spectacular gains in the coming days. If they couldn't quicken their pace along the critical Villa Verde Trail, reaching their objective, Santa Fe, by the targeted date of June 1 appeared increasingly unlikely. Delays would be catastrophic; they risked being trapped on the trail by the heavy rains of the impending wet season, which typically began in late May. Such circumstances would severely hinder their ability to withdraw and salvage their equipment from the treacherous mountainous terrain. Meanwhile, the Japanese forces retained key terrain advantages, allowing them to economically utilize their troops and reinforce their front lines almost at will. In stark contrast, the rugged landscape severely restricted the 32nd Division's maneuverability, forcing them to repeatedly launch costly frontal assaults with their diminishing strength. While terrain and weather conditions presented significant challenges, the growing personnel crisis loomed as a critical factor likely to further limit the division's progress in the days ahead. Compounding their challenges, General Iwanaka's reconstituted 2nd Tank Division had suffered heavy casualties, leaving General Konuma unable to provide further reinforcements. On April 17, the rested 127th Regiment finally began its move to relieve the beleaguered 128th Regiment at the western pass, launching operations to clear the last remnants of Japanese forces from the Hill 506-507 area. Although Hill 506B fell rapidly on April 19, and Hill 507C was captured three days later, American forces struggled to completely clear Hill 507D until May 2, underscoring the tenacity of the Japanese defenders. Despite the challenges, enough ground had been cleared by April 26 for the 2nd Battalion to initiate a drive east along and south of the Villa Verde Trail, aiming for the strategically important Hill 508. The Japanese forces, sensing this new threat, responded with fierce counterattacks from both the east and north, managing to delay the American capture of Hill 508 until April 29. The intense fighting illustrated the importance of this elevation, which offered vital visibility over the surrounding landscapes. In the days that followed, the 2nd Battalion expanded its control over Hill 508, establishing a defensive block on the Villa Verde Trail to the north while successfully repelling a series of heavy Japanese counterattacks. Meanwhile, the 3rd Battalion made significant strides by attacking and capturing Hill 509, further consolidating American positions in the area. Simultaneously, the 2nd Battalion of the 126th Regiment launched an offensive south from Hill 511, seizing Hill 515 on April 24. They advanced into the area north of Hill 508 while the 1st Battalion navigated through the rugged terrain of Hills 513 and 514, pressing southward to Hill 516. Their advance culminated in the capture of the crest of Hill 525, where they established a critical block on the Villa Verde Trail. However, the cost of these advances was significant. Due to the heavy losses incurred during these operations, the barely rested 128th Regiment began the process of relieving the exhausted 126th on May 3. Shortly after, the 128th's 2nd Battalion launched an assault southeast, successfully capturing Hill 526 on May 7, while some elements initiated a drive towards Hill 527. To the further east, General Mullins' 25th Division was persistently pushing its Santa Fe offensive against stubborn Japanese resistance. In a stroke of fortune, a successful aerial reconnaissance mission revealed that ground located just 1,000 yards west of their position might offer a more favorable route of advance to Balete Ridge, providing a welcome alternative to the challenging Myoko mass itself. On April 22, a reconnaissance force from the 27th Regiment successfully moved undetected to the southern slope of Balete Ridge, positioning themselves for a critical advance. The following day, the rest of the 2nd Battalion began to push toward Lone Tree Hill, while other units continued to exert pressure on the entrenched Japanese defenses at Myoko. Moving forward with enthusiasm and encountering negligible resistance, the Americans reached Lone Tree Hill on April 25, effectively bypassing the main concentrations of enemy forces. By April 27, the 2nd Battalion had advanced an impressive half mile beyond Lone Tree Hill, with its forward elements only three-quarters of a mile from Balete Pass. However, they were compelled to halt their advance due to the potential threat of an enemy counterattack looming on the horizon. Meanwhile, on April 23, the 35th Regiment began its ascent up Kapintalan Ridge, steadily making progress despite the challenging terrain. By April 27, their leading troops had reached a prominent knob located midway between Route 5 and Lone Tree Hill. The 161st Regiment was also making strides, continuing its attack northward towards Kembu Ridge, where they successfully secured Hill 4625 and the entirety of Highley Ridge by April 28. On that same day, the 27th Regiment began reinforcing their positions on Lone Tree Hill, while elements of the 2nd Battalion initiated a southwest push along Kapintalan Ridge to support the 35th Regiment advancing up Route 5. However, they encountered a formidable strongpoint and were only able to gain 350 yards of new ground northeast from the knob. Simultaneously, elements of the 27th Regiment advanced a modest 500 yards southwest by May 4, indicating the ongoing struggle. That morning, the 1st Battalion of the 161st Regiment seized the southeastern nose of Kembu Ridge, securing a valuable tactical position. At the same time, the 2nd Battalion pushed troops onto the ridge, extending their reach half a mile to the northwest, further consolidating American control in the area. As a breakthrough appeared imminent, General Krueger began dispatching Beightler's 37th Division to the Bambang front on May 2, with all elements of the division departing the Baguio area just three days later. With these reinforcements securing his rear and taking control of the Myoko massif, General Mullins ordered the 27th and 161st Regiments to concentrate their forces for a coordinated attack aimed at enveloping Balete Pass from both the east and west. On May 5, the 161st swiftly broke through Kembu Ridge and advanced to Haruna Ridge, while the 27th Regiment pushed west-northwest along Wolfhound Ridge. However, they faced fierce resistance, gaining only 350 yards against tenacious Japanese defenders. On May 8, Company I successfully launched a southwest offensive from their stronghold along a bare-crested ridge, while Company A deployed on Kenbu Ridge and began ascending the final sections of the Digdig River gorge. The following day, these two companies finally made contact with each other and linked up with the 161st on Haruna Ridge. By May 10, Wolfhound Ridge was secured, coinciding with elements of the 35th Regiment completing the clearance of Route 5 from Kapintalan to the pass. In the meantime, the 35th Regiment, along with units from the 27th, continued their assault on Kapintalan Ridge, which was ultimately secured by May 13. Meanwhile, the 148th Regiment renewed its attacks on Myoko Ridge, where Japanese resistance began to collapse by May 11. With these gains, Balete Pass was now secure. The Americans had incurred 565 men killed and 1,745 wounded during the drive, while General Okamoto's 10th Division experienced catastrophic losses, with nearly 7,000 men killed and a complete breakdown of their control and communications. Reflecting on the situation in Salacsac, by May 8, the Japanese position was deteriorating rapidly. In response, General Iwanaka made the critical decision to dispatch troops aimed at cutting the supply line to the 2nd Battalion of the 128th Regiment, with the intention of safeguarding his main stronghold at Mount Imugan. On that day, the 1st Battalion of the 128th Regiment began to push eastward, facing strong resistance, while elements of the 2nd Battalion moved west from Hill 526, struggling to make any significant progress. By May 10, Japanese forces successfully severed the track between Hills 525 and 516, forcing much of the 128th and one battalion of the 127th Regiment to allocate considerable resources to eliminate the Japanese pocket that had formed in that area. Meanwhile, the 33rd Division was left disheartened as it found itself assigned a holding mission to secure the Baguio-Bauang-San Fernando area. Their operations were limited to minor local gains and long-range reconnaissance, which did little to impact the overall situation.  During May 1945, the only significant action undertaken by the 33rd Division took place along a trail connecting Santa Rosa in the Ambayabang Valley to Tebbo, located on the Agno River five miles south of Pitican. The division focused its efforts on clearing Japanese forces from the high ground situated between the main trail and the upper reaches of the Ambayabang Valley. On May 9, a battalion of the 130th Regiment advanced south from Baguio via Pitican and reached Tebbo, only to find the barrio abandoned. Meanwhile, on May 5, the 136th Regiment began its advance up the Ambayabang Valley. Approximately three miles south of Tebbo, they became embroiled in a ten-day battle, resulting in the deaths of a few hundred Japanese troops. However, these enemy forces posed little threat to the 33rd Division, their primary mission being to block American attacks toward the Baguio-Aritao supply road from the south. As the rainy season approached, 1st Corps and the 33rd Division had long since abandoned plans to use the valley as a route of advance against the Japanese supply lines. Consequently, the 136th Regiment relinquished the terrain it had gained along the valley and the trail to Tebbo almost immediately after capturing it. By May 15, all troops of the 33rd Division began their withdrawal, a challenging task compounded by heavy rains that had transformed the Pitican-Tebbo trail and the trails in the Ambayabang Valley into quagmires. The final destruction of the Japanese blocking force in the valley had little impact on the strategic plans or dispositions of 1st Corps or the Shobu Group, as the Japanese quickly replenished their outposts. By the end of May, the 33rd Division was left executing reconnaissance missions without significant enemy contact or major advances. The division remained in a state of restless anticipation, awaiting developments on the Bontoc and Bambang fronts before the 6th Army would authorize a new drive deeper into the rugged mountains of northern Luzon. Turning to the north, the guerrilla 121st Regiment achieved a significant victory on April 21 by overrunning the last Japanese positions on Lamagan Ridge. About a week later, they completed their occupation of Lower Cadsu. However, during the first part of May, the 121st Regiment faced formidable challenges as they advanced over steep terrain against increasingly fortified Japanese defenses, bolstered by reinforcements from General Ozaki's 19th Division. In the south, Hall's 11th Corps made good progress throughout mid-April, successfully pushing General Yokoyama's 41st Army, previously known as the Shimbu Group, further east from Manila. Concurrently, General Hurdis' 6th Division continued its offensive against the Kobayashi Detachment at Wawa Dam, achieving a notable success by securing the crest of Mount Mataba on April 17, marking a significant tactical gain in the ongoing battle. Despite General Hurdis' hopes to swiftly advance against Mount Pacawagan and Wawa Dam, persistent personnel issues forced him to halt any offensive actions until the 145th Regiment could relieve the 20th Regiment in the Montalban area. The 145th eventually began its assault on Pacawagan on April 21. However, even with effective supporting fire that destroyed much of the enemy's defenses, American forces struggled to secure a foothold on the mountain until the end of the month. Meanwhile, the 1st and 63rd Regiments continued to hold their occupied ground until they were relieved late in April by the 151st and 152nd Regiments of General Chase's 38th Division, which then officially assumed control of the offensive operations. In the southern part of Manila, significant water supply problems prompted General Hall to redeploy General Wing's 43rd Division northward in preparation for an offensive against Ipo Dam.  By mid-April 1945, an acute water shortage had developed within the city of Manila. General MacArthur informed General Krueger about the dire situation, noting that south of the Pasig River, Manila had access to no water sources except for that supplied by Army tank trucks and shallow, often contaminated wells. This shortage significantly hampered sewage disposal throughout the city, as water pressure from the overtaxed Novaliches Reservoir, the only reliable source was insufficient to carry off waste. As a result, flush toilets were frequently clogged, forcing many citizens to resort to using gutters and esteros for defecation. Restaurants and nightclubs, which were heavily frequented by off-duty American troops, struggled to maintain even minimum sanitary standards. The situation was exacerbated by a steady influx of military units and civilians into the metropolitan area, raising concerns about the imminent threat of severe epidemics breaking out in the city. On April 19, MacArthur suggested to Krueger that the 6th Army could resolve Manila's water supply crisis by seizing "the reservoir in the Montalban area." He inquired how soon the installation could be captured. This query puzzled Krueger, who was aware that the only true reservoirs linked to the Manila water system were located west of the Marikina River and had been under American control since February. Furthermore, Krueger understood that Wawa Dam, the nearest water supply installation to Montalban, was no longer connected to the metropolitan system. He subsequently asked MacArthur if by "reservoir in the Montalban area," he meant Ipo Dam, the only major water installation still in Japanese hands. Krueger's question seemingly led to further examination of Manila's water system at General Headquarters, Southwest Pacific Area (GHQ SWPA). On April 22, MacArthur radioed back to Krueger, confirming that Ipo Dam was indeed the preferred objective. He emphasized that capturing the Ipo installation would effectively solve Manila's water supply problems. Upon receiving this directive, Krueger ordered the 11th Corps to launch a drive on Ipo Dam as soon as possible. This shift in forces meant the 112th Cavalry Regiment had to move south to take over the vacated positions. General Wing conducted a reconnaissance-in-force that revealed the Kawashima Force's defenses south of Route 52 were considerably weaker than those around the main highway. In light of this intelligence, the plan for assault was set into motion. On the night of May 6, the 103rd Regiment was ordered to advance towards Mount Katitinga and prepare to attack the dam. Supporting this effort, the 172nd Regiment would strike across a two-mile-wide front to the left of the 103rd towards the dam, while the 169th Regiment was tasked with demonstrating along Route 52 to pin down Japanese forces in the Bigti region. Additionally, Marking's Fil-American Yay Regiment at Norzagaray was to make a feint drive eastward north of the Angat River, targeting Mount Kabuyao. During the first three days of May, General Chase conducted probing attacks in preparation for a concerted offensive aimed at Wawa Dam, which was set to begin on May 4. Simultaneously, General Yokoyama observed what he believed to be a slowdown in enemy progress, leading him to conclude that American forces must be redeploying northward or evacuating from Luzon entirely. This prompted him to prepare a limited counteroffensive, consisting of a series of harassing and delaying actions designed to pin down enemy forces on this front. Consequently, Yokoyama was not anticipating a major offensive on May 4. However, on that day, the 145th Regiment managed to gain up to 1,000 yards along the northern and northeastern slopes of Pacawagan, while the 152nd Regiment advanced approximately 500 yards northward along Woodpecker Ridge. Although these territorial gains were not monumental, Yokoyama became increasingly concerned about the strength of the American attacks and made the urgent decision to launch his counteroffensive. As Japanese forces hurried to reposition for their counterattacks, the 145th Regiment struck eastward, successfully seizing the rocky summit of Mount Binicayan. Meanwhile, the 152nd continued its efforts along Woodpecker Ridge. This coordinated assault completely surprised General Kobayashi's troops, rendering their planned counterattack impossible as they were forced to shift their focus to defending their critical positions. In the southern sector, General Kawashima dispatched one battalion toward Montalban; however, the heavy air assaults that preceded Wing's offensive made it impossible for the Japanese unit to organize effectively for their attack. Adding to the Japanese troubles, the remnants of the Noguchi Force were unable to provide any significant reinforcements. Despite the surprise and disarray among the Japanese defenders, they could not prevent the 145th from capturing the crest of Binicayan on May 9. The troops stationed on Woodpecker Ridge experienced some success by halting the advance of the 152nd and initiated a week of increasingly aggressive dawn and dusk raids starting on May 14. Recognizing the futility of the ongoing conflict, which had resulted in over 1,300 Japanese casualties, General Yokoyama ordered an immediate withdrawal of all units involved on May 15. However, these orders would not reach the front lines until a week later. In the meantime, capitalizing on the element of surprise achieved during the night attack on May 6, General Wing launched an offensive that made excellent progress. The 103rd Regiment rapidly gained control of the western slopes of Katitinga and advanced swiftly along the ridgeline toward Hill 1000. Meanwhile, the 172nd Regiment reached the foot of a rocky ridge two miles southeast of Bigti, and the Marking Regiment encountered no resistance as it marched over seven miles eastward, ultimately halting just a mile and a half northwest of Kabuyao. The only significant resistance encountered occurred at Hill 535, where elements of a guerrilla unit were repelled by Japanese defenders. The unexpectedly weak Japanese opposition prompted the 43rd Division to sustain its offensive momentum without pause. By May 11, the 103rd had secured Hills 805 and 810, while the 172nd was probing Japanese defenses on Fork Ridge and advancing to the southwestern slopes of rocky Hill 815. The Marking Regiment had successfully overrun Kabuyao, though they were unable to capture Four-Corner Hill. At this point, Japanese resistance began to stiffen as American forces clashed with General Kawashima's main defenses. In response, Wing ordered the 169th Regiment to mount a limited attack on Osboy Ridge and directed the Marking guerrillas to launch a strong assault toward Ipo. Supported by artillery, Colonel Marcus Augustin succeeded in breaking through Four-Corner Hill on May 12, marking a critical turning point in the offensive. Unaware of Kawashima's precarious situation, Yokoyama directed the Kawashima Force to initiate a new counterattack against the left and left rear of the 38th Division, deeming the situation for the Kobayashi Force to be more critical. As a result, Kawashima was compelled to divert one battalion for this unnecessary assault, which weakened the Japanese defenses. This strategic miscalculation enabled General Wing to make significant gains on May 13, with the 103rd Regiment capturing Hill 860, the 172nd clearing much of Hill 815, and the Marking guerrillas seizing the summit of Hill 803. The extent of these advances prompted Kawashima to ultimately disregard Yokoyama's orders and recall his assault battalion. This battalion promptly mounted a counterattack against the Americans in a futile attempt to regain lost ground, managing only to restrict the 103rd and 172nd Regiments to minor gains on May 14. Simultaneously, Colonel Augustin's patrols crossed the Angat River unopposed, discovering that the dam remained intact and the powerhouse on the south bank was largely undamaged. However, the patrol force, too weak to hold these installations, retreated before dawn to the crest of Hill 803, where the remainder of the regiment was occupied with mopping up remaining resistance. Looking further south, General Griswold's 14th Corps had already secured most of southern Luzon and had successfully landed General MacNider's 158th Regiment in the Bicol Peninsula. In response, the remnants of the Fuji Force and the depleted Kogure Detachment decided to evacuate the open Santa Maria Valley, opting to retreat to more defensible positions at the Kapatalin Sawmill. This allowed Griswold to move the 7th and 8th Cavalry Regiments into the valley, with the former beginning a drive along Route 455 on May 6. Following a heavy air and artillery bombardment, the cavalrymen launched their assault on the sawmill on May 9 and swiftly overran the enemy defenses by mid-afternoon. After a brief pause to reorganize, the 7th Cavalry advanced up Route 455, leaving their vehicles behind, and reached Lamon Bay by May 13. Meanwhile, on the Bicol Peninsula, progress had been agonizingly slow throughout late April. It wasn't until April 28 that the Cituinan Hills were fully secured, leading to the collapse of organized Japanese resistance in the region. Following this, the 158th Regiment began moving northwestward toward Iriga and San Agustin, rapidly overrunning the remaining weak enemy positions along Route 1. Progress continued to be painfully slow, and it was not until 28 April that organized Japanese resistance finally collapsed. The task of clearing the Cituinan Hills cost the 158th Infantry approximately 40 men killed and 235 wounded; the Japanese lost almost 700 men killed in the region. Although the 158th RCT did not know it, the reduction of the Cituinan Hills marked the end of large-scale organized resistance on the Bicol Peninsula, where no more than 1,400 Japanese remained alive as of the end of April. Simultaneously, the 5th Cavalry Regiment captured Calauag on April 14 and began a two-pronged advance toward San Agustin by the end of the month. On May 2, San Agustin was finally taken as elements of both regiments converged there. Guerrillas had informed XIV Corps, which acquired control of the 158th RCT on 22 April, that a Japanese force of some 2,500 men was dug in along the slopes of Mt. Isarog, an extinct volcano centering eight miles northeast of San Agustin. This report the 5th Cavalry and 158th Infantry proved false in a series of patrol actions between 2 and 15 May. The next day, the 16th, General MacNider radioed to General Griswold that the Bicol Peninsula was secure and that no signs of organized Japanese resistance remained. The two regiments continued patrolling for some weeks until, on 6 June, the 5th Cavalry returned to southern Luzon. The 158th RCT busied itself with the problem of reorganizing and equipping guerrilla forces and in mid-June turned over responsibility for further mopping up to the Filipinos. To that time the operations to clear the Bicol Peninsula had cost the USArmy units involved approximately 95 men killed and 475 wounded. The Japanese had lost over 2,800 killed and 565 captured, including 350 Formosan labor troops whom the Japanese Army had left to fend for themselves. I would like to take this time to remind you all that this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Please go subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry after that, give my personal channel a look over at The Pacific War Channel at Youtube, it would mean a lot to me. In June 1945, amidst the Pacific War, American forces sought to liberate Luzon from General Yamashita's entrenched troops. Under Generals Eichelberger and Krueger, the 8th Army faced fierce resistance in the mountains and vital routes. As Japanese defenders struggled, the Americans advanced strategically, leading to fierce battles across treacherous terrain.  The turning point came with the seizure of Baguio, crucial for the campaign.

Heather's family was waiting for well over two hours before deciding to leave

We continue our discussion about Heather's long restaurant wait

In this episode of Take-Away with Sam Oches, Sam talks with Curtis Duffy, the James Beard award-winning chef and owner at the Michelin-starred Chicago restaurant Ever — a restaurant that features prominently in the FX show “The Bear.” Curtis has consulted with and cooked for the show, which is starting its fourth season this week. But long before “The Bear,” he was a renowned chef who trained under Charlie Trotter and Grant Achatz before opening the restaurant Grace in Chicago's West Loop in 2012. Grace closed in 2017 and Curtis opened Ever in 2020, followed by the next-door cocktail lounge After. Curtis recently won NRN's MenuMasters Innovator Award, and ahead of the ceremony, he joined the podcast to talk about his approach to culinary innovation and what he believes consumers are looking for in their restaurant experiences. In this conversation, you'll find out why:Restaurants don't need to be boxed in by cuisine or category Restaurants are art, so why not draw inspiration from other mediumsConsumers are getting pickier, and are looking for memorable experiencesAs more full-service restaurants jump into off-premises business, we must solve for quality Register for CREATE, our event for emerging restaurateurs, by clicking here. Have feedback or ideas for Take-Away? Email Sam at sam.oches@informa.com.

0:00 Welcome LUKE!!!!1:30 Podcasts and big groups are intimidating4:10 Meaningful conversations recently?7:35 Being a planner vs a participant10:40 Working out15:22 Record for hanging out most days in a row16:30 Why Titus is boycotting In and Out19:15 Restaurant disasters23:23 Pastors telling the same stories24:50 Virginia Southern or Appalachian? 28:25 Titus's role in Luke and Trudi's relationship36:05 What we're watching right now38:28 Going back to the basics with your spiritual life43:40 Finneas45:15 AI49:13 Beach drama54:54 BYE!Don't forget to LIKE and SUBSCRIBEFOLLOW US on INSTAGRAM https://www.instagram.com/wedabblepodcast/ Check out Trudi's blog at https://myawkwardlittlecorner.com/

In this episode, we dive into the multifaceted challenges and rewards of running a restaurant with Chef Bobby Maher, who has a storied career in some of New York City's most demanding kitchens. Chef Bobby shares his journey from cutting his teeth in NYC to opening his own restaurant in the DC area during the COVID-19 pandemic. We discuss the dynamics of front and back of house, the importance of cross-training, leadership, managing food costs, and maintaining team morale. Tune in to learn valuable insights and real-life stories from the bustling restaurant world. The Top 3 Restaurant Profit Killers & How To Fix Them Fast (Free Video Training): https://restaurantrockstars.com/profits Restaurant Profit Maximizer Mini-Masterclass: Learn how just a few tweaks in the way you run your business can hugely impact your profits. https://restaurantrockstars.com/sp/restaurant-profits Unlock all the Secrets to Running a Highly Profitable Restaurant. Follow the Restaurant Profit Fast Track: Master Finances, Boost Sales, Train Staff, and Multiply Your Revenue! Unlimited Staff Accounts. Join the Restaurant Academy: https://restaurantrockstars.com/joinacademy Connect with Restaurant Rockstars on Social Media: LinkedIn Roger: https://www.linkedin.com/in/roger-beaudoin-21590016 LinkedIn Restaurant Rockstars: https://www.linkedin.com/company/restaurant-rockstars Facebook: https://www.facebook.com/restaurantrockstars/ Instagram: https://www.instagram.com/restaurantrockstars X: https://x.com/RestaurantRock1 Listen to the Restaurant Rockstars Podcast on Your Favorite Podcast Player: Apple Podcasts - https://apple.co/2WaKyqV Spotify - https://spoti.fi/3xGuOd0 Google - https://bit.ly/2VM10P1 Stitcher - https://bit.ly/3iFGAAb Soundcloud - https://bit.ly/3lYBhho YouTube - https://www.youtube.com/@RestaurantRockstars Thank you to our sponsors: • Lilly's Fresh Pasta - Lilly's Fresh Pasta creates the finest fresh pastas from scratch using clean ingredients and old-world r own from mother to son. Lilly, the company matriarch and her son Antonio continue to follow the highest quality standards for their products. Ask your sales rep today or go to: https://lillysfreshpasta.com • Touch Bistro: Touch Bistro helps speed up service, reduce errors and turn tables faster while loyalty programs, online ordering and contactless payments boost your bottom line. Plus, real time analytics, inventory tracking and staff scheduling are game changers. Reach out to my friend Becky, tell her I sent you and she will take good care of you! Her email is btartick@touchbistro.com or call her at 647-360-3994. • The Restaurant Academy: Everything you need to know to optimize profits, maximize sales and train your team in restaurant fundamentals! https://restaurantrockstars.com/joinacademy/ • Restaurant Technologies: takes care of your fry oil challenges. They handle everything end-to-end from delivering, filtering monitoring, collecting, and recycling your waste cooking oil. Restaurant Technologies customers save 10-15% on their insurance premiums and even get bonuses for any new customer referrals. https://www.rti-inc.com or call 866-399-3639 to get started today. • MyEmployees: A happy team is a productive team. Boost morale, team-spirit and employee appreciation with impactful, consistent and genuine recognition programs. MyEmployees helps thousands of hospitality leaders uplevel performance, lower turnover and build winning teams. Go To: https://myemployees.com/hospitality

Send us a text This week on Whip Cream Salmon, the podcast that's almost entirely an animal fact show now, Brian recaps his ill-fated trip to Bonnaroo, which, thanks to a little rain and a lot of mud, got canceled while he was there! But fear not, a new "happy dumpling" tattoo might just mend his festival-sized hole. Meanwhile, Ronnie shares his own culinary misadventure with a very "overcooked" pork porterhouse. Plus, they dive into the delicious world of Korean fried chicken, quick cucumber kimchi, and the etiquette of app ordering at restaurants. Tune in for food, friendship, and festival fuckery!Chattanooga Ramen Spot - Attack of the TatsuWhat we drankBrian - Coors LightRonnie - Crank Arm Brewing CO - Jimmy's Bike Drive Coastal LagerSTAY CREAMY

During their week off of regularly scheduled Z&D, the guys discuss and sort the popular restaurant chains from worst to best.

More of the craziest reviews that the internet has to offer! We look at a skating rink that may leave you with horror movie level wounds. A hair braiding establishment that may leave you bleeding from the scalp. A Walmart brand tube of meat that can give you weeks worth of salt. A very personal item that just makes us confused & much more!!   Join comedians James Pietragallo and Jimmie Whisman as they explore the most opinionated part of the internet: The Reviews Section!   Subscribe, and we'll see you every Monday with Your Stupid Opinions!! Don't forget to rate & review!!

People complaining about Restaurants and don't call woman "Chicks" on social media!See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

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TVC 695.4: Via remote from the back patio of Davenport's Restaurant in Encino, California: Ed welcomes back Robert Crane, eldest son of Hogan's Heroes star Bob Crane, and the author or co-author of several books on movies and television, including My UnHollywood Family, Hollywood Plateau, Jack Nicholson: The Early Years, Bruce Dern: Things I've Said, But Probably Shouldn't Have: An Unrepentant Memoir, and Crane: Sex, Celebrity, and My Father's Unsolved Murder (the last three of which were collaborations with Bob's longtime writing partner,  Christopher Fryer). Bob and Chris' latest book, Three-Cornered Circle, is a screen play released in book form that is also an adaptation of one of the most poignant stories of the Crane book: the period in Bob's life when he had to juggle the biggest break of his career at the time—being hired as right-hand man for movie superstar John Candy—with the tragic news that Bob's wife at the time, artist and landscape designer Kari Hildegrand, has been diagnosed with cancer. Three-Cornered Circle is available through Kill Fee Publishing. Also joining Bob and Ed at Davenport's are commercial artist John Cerney, who did the cover art and other illustrations that appear in Three-Cornered Circle, and Meagan Bejar, the managing editor of the book.

Join Paul Barron and Paul Molinari on The Restaurant Report as they dive deep into the fast casual revolution with Brianna Keefe, founder and CEO of Toastique. Discover how this gourmet toast and juice bar concept has exploded from a single Washington D.C. location in 2018 to 42 units nationwide, with plans for 25+ more by year's end. Learn about the "better-for-you" category that's driving the fast casual sector toward a projected $300 billion market by 2030, and explore Toastique's unique approach to quality, franchising, technology, and customer experience. From house-made everything to wellness shots and local artist collaborations, find out why this brand is setting new standards in healthy fast casual dining and what it means for the future of the restaurant industry.FastCasual #RestaurantFranchise #HealthyEating~This episode is sponsored by: Gusto → https://gusto.pxf.io/PBN ~#1 rated HR platform for payroll, benefits, and moreWith Gusto's easy-to-use platform, you can empower your people and push your business forward. See why over 400,000 businesses choose Gusto.Get Your Podcast Now! Are you a hospitality or restaurant industry leader looking to amplify your voice and establish yourself as a thought leader? Look no further than SavorFM, the premier podcast platform designed exclusively for hospitality visionaries like you. Take the next step in your industry leadership journey – visit https://www.savor.fm/Capital & Advisory: Are you a fast-casual restaurant startup or a technology innovator in the food service industry? Don't miss out on the opportunity to tap into decades of expertise. Reach out to Savor Capital & Advisory now to explore how their seasoned professionals can propel your business forward. Discover if you're eligible to leverage our unparalleled knowledge in food service branding and technology and take your venture to new heights.Don't wait – amplify your voice or supercharge your startup's growth today with Savor's ecosystem of industry-leading platforms and advisory services. Visit https://www.savor.fm/capital-advisory

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