The conversation centers on the challenges of restaurant growth and the discipline required to scale responsibly. Otto and Adrian reflect on the early years, when modest performance and trial‑and‑error learning tested patience and resolve. As the business matured, opening a second location exposed the limits of informal management and forced a shift toward documented systems and processes. That transition marked the difference between simply operating restaurants and building a repeatable business.

The episode also explores strategic decisions around ownership, pricing strategy, and expansion. After experimenting with franchising, the founders reassessed control and alignment, ultimately returning to a company‑owned growth model supported by experienced partners. Rising costs required thoughtful pricing decisions focused on perceived value rather than blanket increases. Expansion into a new market further reinforced the importance of market localization, from menu adjustments to guest expectations. Throughout the discussion, Otto and Adrian emphasize that sustainable scaling depends on structure, adaptability, and protecting the core of the brand while it evolves.

The conversation focuses on how value perception in restaurants has changed. Tina explains that guests no longer define value by low price alone. Instead, they evaluate whether an experience is worth their time, attention, and money. As operators serve multiple generations simultaneously, expectations around speed, convenience, and experience have diverged. This creates tension between delivering hospitality and managing the growing dominance of off‑premise dining, where most transactions now occur outside the dining room.

Tina also explores how operators are responding through smarter design, automation, and reframed approaches to staffing. Smaller footprints, flexible layouts, and back‑of‑house technology help restaurants operate efficiently without sacrificing connection. At the same time, long‑term success depends on staff retention strategies that treat employees as invested contributors rather than interchangeable labor. Throughout the episode, Tina frames sustainability as a holistic challenge; one that includes financial viability, team stability, guest experience, and environmental responsibility. All of which must be balanced to build resilient restaurant businesses.

Heather dives deep into franchise management strategies, including how to select the right franchise partners, maintain brand standards, and foster collaboration for long-term success. She explains the importance of strong operational systems, profitability at the unit level, and how technology, such as AI-driven drive-thru solutions, can optimize labor and improve customer experience. Listeners will gain actionable insights on balancing value-driven menu options with premium offerings to attract diverse customer segments.

The conversation also explores Taco John’s brand refresh initiative, focusing on leveraging heritage, freshness, and nostalgia to stay relevant in today’s competitive QSR market. Heather outlines how the company is pruning underperforming units, introducing cost-effective remodel programs, and using data analytics to enhance marketing and menu decisions. Whether you’re a restaurant owner, franchisee, or industry professional, this episode delivers practical strategies for driving growth, improving operations, and building a strong brand identity.

In this episode, listeners will learn about specialty coffee trends, including the rise of Gen Z-driven beverage innovation, cold brew popularity, and the growing demand for energy drinks and refreshers. Wilmarth explains why the coffeehouse franchise model is booming, with projections of 6–8% annual growth in the specialty beverage segment. He also discusses operational strategies, from optimizing drive-thru concepts to leveraging technology for better customer experiences while maintaining the human touch that defines hospitality.

For entrepreneurs and operators, this conversation is packed with actionable advice on franchise growth strategies, selecting the right partners, and expanding into nontraditional locations like airports and universities. Wilmarth emphasizes the importance of culture, transparency, and strong support systems in scaling a brand. Whether you’re interested in coffee franchise opportunities, restaurant leadership, or the future of the beverage industry, this episode delivers valuable insights for anyone looking to thrive in hospitality.

Listeners will gain actionable insights on how to scale restaurant operations, manage partnerships, and adapt to changing market trends. The discussion covers critical topics such as concept development, restaurant design, budgeting, and leveraging technology for efficiency. Jamie and Leonardo also reveal how they navigated obstacles like the pandemic by introducing innovative ideas, including a speakeasy-style pizzeria within an existing restaurant. Their story highlights resilience, creativity, and the power of collaboration in the competitive foodservice industry.

Whether you’re a restaurant owner, aspiring entrepreneur, or hospitality professional, this episode offers practical advice on growth strategies, marketing tactics, and operational excellence. Learn how to read demographics, build strong culinary teams, and use technology wisely without sacrificing the human touch. Packed with real-world examples and expert tips, this conversation is a must-listen for anyone looking to succeed in the dynamic world of restaurant management and multi-concept dining.

Kendall outlines the critical steps for turning a profitable restaurant into a franchise brand. These include trademarking your name, drafting a Franchise Disclosure Document (FDD), and creating a comprehensive operations manual tailored for franchisees. He explains why legal compliance, operational systems, and supply chain strategy are essential for sustainable growth. Kendall also warns against common pitfalls, such as overspending on initial setup or expanding too quickly without regional support. His advice focuses on building a strong foundation that protects both franchisor and franchisee while maintaining brand standards.

Beyond legal and operational preparation, Kendall stresses the importance of fostering trust and collaboration between franchisor and franchisee. He introduces the concept of “Friendship”—a blend of partnership and relationship—to replace the outdated “us vs. them” mindset. According to Kendall, healthy franchise relationships drive faster adoption, stronger brand consistency, and higher profitability. For emerging brands, his consulting approach offers affordable, practical solutions to scale nationally while avoiding costly mistakes.

Discover the secrets behind staffing and team building in a tough labor market. Bryan explains why hiring for attitude and training for skill beats chasing the “perfect resume,” and how tip pooling and culture-first leadership can transform retention. You’ll also hear how he staggered reservations and dayparts to avoid the pitfalls of a chaotic launch—plus why creating a controlled growth plan is the ultimate key to long-term success.

We dive deep into concept development, menu strategy, and profitability. Bryan reveals how defining your “box” keeps your brand consistent while allowing flexibility for seasonal creativity. Learn why global flavors with local sourcing resonate with today’s guests, and how to maximize profit centers like brunch, happy hour, and private events. Whether you’re planning your first opening or optimizing an existing operation, these insights will help you boost revenue and guest satisfaction.

Don’t miss this masterclass in restaurant entrepreneurship. By the end of the episode, you’ll walk away with proven tactics for site selection, budgeting, staffing, and marketing—all from someone who’s opened 17 restaurants and still innovates every day. Hit play now and subscribe to Corner Booth for more insider conversations that help you engage your team, delight your guests, and grow your business.

Utkarsh shares his entrepreneurial journey from Mumbai to the U.S., where he worked in various restaurant roles before launching Sigri Indian Barbecue. His concept focuses on fresh, nut-free Indian food prepared in traditional clay tandoor ovens, offering signature dishes like chicken tikka, butter chicken, saffron rice, and paneer. With a menu designed for customization, guests can choose proteins, sauces, and sides to create bowls and cuisine prepared in traditional clay tandoor ovens, offering signature dishes such as platters that fit every palate, including vegetarian options.

The conversation emphasizes the importance of hospitality and guest experience in a technology-driven industry. While online ordering and delivery remain essential, Utkarsh believes that human-to-human interaction is irreplaceable for building customer loyalty. By training staff to explain flavor profiles and guide guests through the menu, Sigri Indian Barbecue delivers an authentic and personalized experience that sets it apart from other fast-casual restaurants.

Additionally, the episode dives into growth strategies, including franchising and supply chain optimization. With a streamlined menu and standardized operations, Sigri Indian Barbecue is positioned for nationwide expansion and has already attracted significant interest from potential franchisees. This episode offers valuable insights for restaurant owners looking to innovate, maintain authenticity, and scale successfully in today’s competitive market.

Raffi shares his journey from early exposure to restaurant bookkeeping to building a firm that now serves over 500 restaurants nationwide. He explains how outsourced controller services provide real-time reporting, weekly financial snapshots, and monthly P&L reviews to help operators monitor prime costs, labor cost management, and occupancy cost percentages. The episode highlights why understanding key metrics such as sales per square foot, guest count tracking, and check averages is essential for optimizing profitability and ensuring long-term success. 

The podcast also addresses current industry challenges, including rising labor costs, food cost inflation, and the competitive restaurant marketplace. Topics such as tip credit elimination, service charge models, credit card surcharges, and tip fatigue are explored, along with strategies for maintaining profitability amid rising menu prices and customer pushback. Raffi emphasizes the need for accurate balance sheets, current ratio analysis, and maintaining capital to effectively navigate these hurdles. 

Additionally, their discussion underscores the role of technology and operational efficiency in modern restaurant finance. From cloud-based POS systems to inventory management software, operators are encouraged to adopt tools that automate data entry and deliver actionable insights. By focusing on prime cost reporting, weekly snapshots, and sound financial health checks, independent restaurant owners can make informed decisions that drive profitability, enhance the guest experience, and sustain growth in today’s fast-changing restaurant industry. 

The discussion dives into operational excellence, emphasizing consistency in execution, food safety standards, and strategies for restaurant expansion. Gannon highlights the importance of selecting talent over simply hiring staff, building a culture rooted in hospitality and teamwork. He also addresses labor challenges, guest satisfaction, and the role of community involvement and philanthropy in driving brand awareness and loyalty.

Finally, the episode examines the impact of restaurant technology, including online ordering, third-party delivery, loyalty apps, and digital platforms. Gannon explains how Bolay adapted early to convenience dining and post-COVID trends, implementing dedicated to-go stations to ensure order accuracy and smooth operations. Whether you’re interested in fast casual dining, restaurant marketing strategies, or franchise opportunities, this episode offers actionable insights to help you engage your team, delight your guests, and grow your business.

Looking ahead, Gannon shares Bolay's vision for growth, including plans for franchise opportunities, regional expansion, and partnerships that align with the brand’s commitment to hospitality excellence and healthy dining options. With 23 locations and a strong foundation in operational consistency, Bolay is poised to become a nationwide leader in the fast casual dining space. This episode is a must-listen for operators seeking inspiration on scaling their concept while maintaining quality, culture, and guest satisfaction.

The conversation dives into Shawn’s strategic approach to restaurant franchising, emphasizing the importance of building a strong operational foundation before scaling. He discusses how Red Chickz optimized its small footprint restaurant design to maximize efficiency and reduce labor costs, drawing from his background in airport operations. The podcast also explores how a negative review sparked the idea to franchise, leading to a smart growth model focused on consistency, simplicity, and selective franchisee partnerships.

Listeners also gain insights into how Red Chickz leverages social media restaurant marketing, with over a million followers on TikTok helping to build brand awareness and customer engagement. Shawn outlines plans for East Coast expansion and long-term goals, including international growth, all while maintaining operational integrity. This episode offers valuable takeaways for independent operators looking to scale, improve operational efficiency, or explore franchise growth models in today’s competitive restaurant landscape.

In the summer of 2011, she and her daughters opened Buttermilk Cafe, which quickly became a New Braunfels’ favorite. In fact, its popularity presented the only downside of the 3,000-square-foot space, which was not large enough to accommodate the crowds and often resulted in an hour-long wait to be seated. 

So Irwin went to work on expanding the cafe’s footprint, and in 2015, she took over the space next door. Now, with 4,600 square feet and 150 seats, Buttermilk Cafe even offers additional space for private parties and meetings.

Irwin explains how caring for her guests and staff has created a "people-first” culture in her concept that promotes customer loyalty and low employee turnover. Says Irwin, “I learned long ago that treating staff like family helps them bond with you, care for one another, and stay longer. I also believe that although the customer isn't always right, they are always the customer — the most important part of this business.”

Irwin shares her approach to seasonal menu development and commitment to quality. “I am concerned about product cost like anyone else,” she says. “However, I prefer to build volume by offering better-than-breakfast-chain quality at reasonable prices, even though that creates tighter margins.”

Irwin also provides tips on community marketing and how to integrate technology without sacrificing guest engagement. “At this point in my life, it’s about maintaining a good work-life balance, which is why closing on Sunday has always been important to me and my family.”

Downs began his career in foodservice as a teen serving ice cream before working his way into the kitchen and front of the house positions.  After graduating from Michigan State University, Downs managed casual theme restaurants. He later moved overseas to gain experience in U.K. pubs, including the Prince of Wales Free House, a 200-year-old establishment. There, he met Matthew Kirby, who partnered with Downs to operate three London Mongolian barbecue restaurants. Downs returned to Michigan, where he created BD's Mongolian barbecue and grew it to 12 units before selling the concept to a New York investment group.

"It was 2015 when I found Ford's Garage,” says Downs. “They had three units at the time and I really connected with the feel, the design, the music and of course the story celebrating the history of the Ford Motor Company."

In 2015, Downs became a franchisee operator of Ford's Garage in Fort Myers, Florida. His 4,400 sq. ft. location appealed to a broad demographic.

Downs retraces his journey to present role as president of Ford’s Garage. Today, there are 32 Ford’s Garage restaurants located in Florida, Indiana, Kentucky, Michigan, Ohio, and Texas. The concept design hearkens prohibition-era service stations. The units are open for lunch and dinner seven days a week, offer 30 or more craft beers, and seat from 200 to 260 guests.

Downs believes that combining good quality food and friendly service with a unique atmosphere creates an energy that equals value for today's guests. "The casual dining segment is shrinking,” he says. “It is more important than ever to excel. We cannot be satisfied with being busy unless we are successful at creating a guest experience that bonds them with our brand."

"Maxie's is dedicated to friendly hospitality specializing in Southern Classics," says Sidner.  "Joe and I love the creation part of this business and decided early on to create concepts we love and would always want to dine at."

While operating their dinner-only concept, Dan noticed a location eight blocks away from Maxie's and thought it would be a perfect space for them to expand into the growing breakfast-brunch niche. This led to the launch of Blue's Egg in 2010. They quickly realized the breakfast, lunch, and bakery concept could be a multiunit business. However, rather than expansion, Sidner created a new concept in 2014 when he opened Story Hill BKC.

Sidner shares his tips on operating multiple concepts, the importance of systems and procedures, as well as team building and ongoing management development. "We prioritize our people at each restaurant by cross-training staff, promoting from within and providing a larger management team in order for them to maintain a more balanced lifestyle.”

Sidner believes the future of the restaurant industry might be counter-service and smaller space restaurants rather than the 150- to 200-seat capacity concepts he and his partners currently operate. He also believes expansion isn't necessarily adding more locations, but rather by developing the existing ones. "Restaurants may become the last bastion of personal contact," says Dan. "We have spent a great deal of time broadening our bakery offerings and moving into catering as ways to successfully expand on our brand."

He opened the first Sunrise Social unit in 2023. The 2,500 sq. ft. casual full-service concept quickly became successful,  serving chicken and waffles and other breakfast and lunch items.

Sunrise Social operates from 8 a.m. to 4 p.m. seven days a week. Anderson creates variety and value via ingredient cross-utilization. "Simplicity and consistency has always been the objective and continues to be my main concern as we plan our growth," says Anderson.

Anderson explains how he develops the systems leadership for growth. "The recipe for a successful franchise program consists of three main ingredients: the proper selection of franchise partners, a complete initial training program and continued support.”

Despite the current challenges of high occupancy costs, increased opening budgets, and a tight labor market, Anderson is optimistic about continued franchise growth and looks forward to Sunrise Social’s first 24-hour location in late 2025 in Katy, Texas.

Mauro graduated from Le Cordon Bleu culinary school and worked as a private chef and instructor while pursuing a theater career. His talent for combining cooking with comedy helped him win the seventh season of "Food Network Star" and launched his career as a television personality. Mauro hosted the television show "The Sandwich King" before becoming co-host of the Emmy award-winning show "The Kitchen" with Sunny Anderson, Katie Lee, and Geoffrey Zakarian. 

In this episode, Mauro shares his lessons learned through television competition and his early experience operating a neighborhood deli with his cousin. He discusses the principles of proper entertainment from his book "Come on Over", as well as advice on hosting the best backyard barbecue party. He lists his 10 Commandments of Sandwich Creation and explains why his favorite color is “Pastrami”.

Mauro also discusses the challenges facing independent restaurant owner-operators and the opportunities created by consumer demand for quality, convenience, and value. In 2020, he founded Mauro Provisions to share the flavors of Chicago. He, his sister, and other family members are filling orders for sauces, seasonings, meats, and sandwich kits to wannabe "Sandwich Kings" everywhere. Learn more about it at mauroprovisions.com

"We are still best known for our ice cream,” says Young, explaining, “our 35-flavor offerings include seasonal favorites created by family members, including lemon blueberry cheesecake and peppermint chocolate marshmallow."

This family business operates with a team of 13 family members involved in dairy production, management, and marketing. Many guests make their visit to Young's Jersey Dairy a day trip, traveling from Ohio cities Cincinnati, Columbus, and Dayton.

"We like to think each visitor experiences our triple play, including a sandwich, burger or shake from the family restaurant; ice cream for dessert; and fresh-baked bread or cheese from the retail bakery."  For 15 years, Young's Jersey Dairy has prepared cheese curds. Current annual production is 80,000 lbs.

Young shares a day in the life as CEO of Young's Jersey Dairy. He explains how he overcomes the challenges of a seasonal business and how he models Disney’s approach to staff training that is among the reasons the company has no shortage of job applicants. "We employ 60 people at peak season, so cross-training is an absolute must for us in order for every staff member to feel engaged and provide the friendly guest experience our visitors deserve.”

At 25, Lockwood sold the business and moved to Florida where, in 2003, he and his partners created the Tavistock restaurant development and management group.

Along with other investors, the group purchased 17 restaurants in the San Francisco Bay Area. Over the following two decades, Lockwood’s company purchased and turned around struggling restaurant concepts and acquired more than 100 restaurants of various brands. "I learned many lessons from this experience, says Lockwood, going on to say, “that included the importance of guests and why listening to them makes you smarter." 

In this episode, he shares his tips on acquisition as well as the concept development process. “People creating a concept today should not fall in love with their own wishes but rather concentrate on the guest. They should build a team that specializes in areas you don't and finance with contingencies and sufficient working capital." 

In 2023, Lockwood created his current restaurant company Artistry to acquire and turn around struggling restaurants and create new concepts. Artistry currently owns and operates award-winning restaurants Boca, The Chapman, Oak and Stone, Shrimp Basket, Hickory Tavern, and the Sandbar on Florida’s Amelia Island.

Lockwood sees today's challenges as more than combating operating costs and the growing competitive landscape. “I see the need to become the employer of choice and maintaining a people culture that begins with the worker-to-manager relationship and from manager to ownership." 

He believes the best restaurants operate like a reverse mullet haircut. In other words, he explains, "put the party out front and run a tight business in the back.”

Pepper Lunch is a Teppanyaki concept. Teppanyaki, which is often called hibachi in the U.S., uses an iron griddle to cook food. Pepper Lunch entrees are served on a 500-degree F iron plate. Open for lunch and dinner, the restaurants are able to serve 700 guests per day from their 1,700 to 2,000 sq. ft. unit.

Hooper leaned initially on his experience in hospitality development as he created his strategy.  “We quickly developed two priorities,” says Hooper, explaining, “the Asia team focused on a centralized operations center and updating the program, while the US team focused on growth.”

At this writing, there are 534 Pepper Lunch units operating worldwide. U.S. expansion is centered around franchise growth in Arizona, California, Florida, Nevada, and Utah. Hooper estimates that at the current rate, the concept could double its units within 10 years. 

Hooper believes the secret to the concept’s success is in the simplicity. "Guests order at a kiosk or the counter, their entree, along with rice and vegetables, is delivered to the table within 6 to 7 minutes.”

The units operate with four to six team members who are cross-trained at prep, cooking, and delivering. An emphasis on guest service provides an additional point of difference. Currently, less than 10% of sales are to-go pick-up orders, but Hooper expects that to reach 20% as the business grows.

Says Hooper, “The win isn't in the speed of growth or the amount of units, but in the ongoing support to build revenue and improve unit operations."

After moving from Cleveland to Sacramento, Nejad opened the very first Pizza Guys in 1986. "What a learning experience,” he says, adding, “We had 65 seats and offered a pretty extensive menu featuring a lunch buffet. We became much smarter opening our second location at a 1,200 square-foot counter-service, take-out and delivery-only concept.”

The concept’s second unit was a prototype for expansion. Currently, there are eight company-owned units operating in the Sacramento metro. There are five franchises with seven more scheduled to open by the end of 2025.

Nejad felt Pizza Guys was ready to franchise once the concept had:

1. Successfully operated multiple units and maintained proper profit margins.
2. Established systems and procedures.
3. Developed a franchisee profile that aligned with the company culture.
4. Was able to offer franchisees direction and support.

“It's important to determine your niche in the marketplace,” says Nejad. “The pizza customer seems to be driven by either price, or quality and variety. We chose the second option and have been very happy with the creativity it has allowed us.”

Pizza Guys offers more than 30 specialty pizzas and four homemade sauces on thin, thick, and New York style crusts. Locations are permitted some flexibility with menu offerings, limited-time promotions, and community marketing. Adds Nejad, "What I like most about what I do is working with managers and franchisees to build their units' business."

So, 10 years later, McLaughlin opened his first Vicious Biscuit unit in Mount Pleasant, South Carolina. Open seven days a week from 7 a.m. to 2:30 p.m., the counter-service breakfast and brunch concept offers fresh-baked "plate-sized" biscuits, sandwiches, and bowls.

McLaughlin explains the importance of a concept's "points of difference". At Vicious Biscuit, they include a self-service jam and jelly bar and “touch-point” system of service.

Vicious Biscuit staff are trained to execute five steps of guest service, including greeting and taking the guest’s order, suggestive selling, meal delivery and pre-bussing, and a sincere “thank you”.  They are cross-trained in various roles and they all share in the tip pool.

Expansion of the concept has been steady since 2019 with nine locations operating in the Carolinas, Florida, Louisiana, and Ohio. "Growth through franchising has become our preferred choice, says McLaughlin, adding, “our Vicious Benefits program of good work-life balance, relative ease of operation, proper investment to sales ratio, and excellent support system is really attractive to potential franchisees."

Four new franchised locations are scheduled to open within the next year. Selecting the right franchisees remains a top priority for McLaughlin. "Having a well-developed qualification process is essential in order to be certain we select brand ambassadors that fit our culture and commitment to service and community,” he explains.

On average, it takes 18 months to open a new Vicious Biscuit location. However, growth has been slowed recently by real estate market challenges. Nevertheless, says McLaughlin, selecting the right place and choosing the right people is much more important than unit count to the concept’s success.

"I found Cincinnati to be a big, small town, where word of mouth drives the success or failure of your restaurant,” says Salazar. “We were fortunate to develop a good following and are grateful for the success this community has provided." 

Salazar is also thankful for the chance meeting with a customer many years ago, who became an investor in the business and led to a wonderful partnership. "I knew the kitchen very well but wasn't aware of the financial and business aspects of restaurants," he says.

Salazar shares his experience with developing unique concepts, building a group of talented team members, and learning to operate a successful restaurant business. “It's no secret that this is a people business, and I learned it's best to trust your people but put your faith in your systems." He found that developing standard operating procedures is required for his team to operate consistently.

Salazar is committed to following the steps that made his restaurants successful. This includes fostering strong purveyor relationships to secure the finest local ingredients, offering a fresh seasonal menu, and providing guests with personal attention from his well-trained service staff. As Salazar says, "The basics of the service business have never been more important than they are today.”

Naming the concept after his wife Mary, he launched the business in 2017 in a 2,500-square-foot space in Austin. In this episode, Monteith shares his experience in the startup phase to develop systems and operational consistency. Honest Mary's became known as the "Fresh, Healthy, Fast, & Affordable " alternative, serving a growing community of guests for lunch and dinner. 

With a menu focused on both signature and build-your-own grain bowls, Honest Mary's built a loyal following. Two and a half years after launching the first unit, Monteith opened the second location. He opened the third in 2023 and the fourth in 2024. 

Now, armed with a fresh seasonal menu program, community-focused marketing, and a strong management team, Honest Mary's is looking to expand outside of Austin. "We aren't interested in franchising but should open a company-operated location in Houston sometime late 2025," says Monteith.

With 40% of the restaurant's volume coming from online orders, car-side pick-up, and delivery, Honest Mary's successfully operates from small spaces with minimal staffing and opening costs. Says Monteith, “We think we are a concept built for today's market." 

Gianopoulos yearned to create a high-quality, counter-service restaurant that could easily be replicated. In this episode, Ballas and Gianopoulos explain how combining their culinary expertise and financial acumen laid the foundation of a successful partnership.

In December 2023, they created Sammy’s Sliders, featuring chef-inspired Angus beef, antibiotic-free chicken, fresh fish, and falafel sandwiches. Their initial 2,200 square-foot Winston-Salem, NC strip mall location was an instant success. "The ‘two-slider tray’ with fries and drink for $13 helped establish us as a great value concept,” says Gianopoulos, adding, “Today's customer expects high quality, good portion, and reasonable prices. We knew we wouldn’t be able to expand without providing all three.”

In October 2024, they launched a second location in Kernersville, NC and began promoting the concept as a franchise. "Expanding through franchising works best for Sammy’s Sliders,” says Ballas. “We offer established operating systems, experienced financial ability, a low cost of entry, and relative ease of operation.”

The future looks bright for this partnership, says Ballas going on to say, “We are keeping our focus on the three basic combined steps of successful growth — serve high-quality product, maintain a hospitable service culture, and carefully select franchisees that fit our concept and vision.”

“I was born in the business,” says Kacie Dancey, the eldest of founder Frank Radochonski’s four children. A University of Illinois graduate with a degree in finance, she worked in wine sales after college for two years before returning to her family’s restaurant as a manager. Kacie is now the concept’s vice president of operations.

Pop's Beef menu offering includes freshly made sandwiches, sausage, burgers, salads, and hot dogs. Its house special, a marinated, warmed, and thinly sliced beef sandwich, is available in a variety of sizes. “We are successful because of our commitment to consistent high quality and reasonable pricing,” says Kacie.

Kacie explains how she and her team overcame poorly structured early growth to create an expansion program that is flexible and successful. "We have learned from the loosely organized licensed units we had at first,” she says, adding that the business now oversees franchisees with freestanding locations, shopping center units, and convenience store kiosks.

"I live by our marketing slogan, ‘Don't Worry, Beef Happy,’ and spend my time between the company-owned training unit and visiting the many franchised locations,” says Kacie. Pop's Beef’s short-term plan includes their continued commitment to improve operations while integrating technology into product management and marketing.

“My father was always an entrepreneur,” says Lindsey. “He added a dining room to the store in 1949 and Wade’s Restaurant grew from there.” 

Lindsey held various positions at Wade’s before he left to study engineering at Clemson University. In 1977, he returned to Wade’s desiring to run the restaurant more like a business. 

“Creating a business has always been a passion of mine," he says, explaining that his plans were inspired by business consultant and author Jim Collins and Collins’s book “Good to Great”.

Lindsey shares his strategy that helped Wade’s become a high-volume restaurant, starting with cleanliness and basic organization and progressing to standards and systems to maintain consistency and clearer branding and marketing. “I believe more in quality than variety and found success with a limited menu that features fresh vegetables as our point of difference,” says Lindsey. “‘Have You Had Your Veggies today?!?’ has been our battle cry ever since.”

Wade’s operates in an 8,000 sq. ft. former cafeteria that accommodates a large kitchen that serves the dining room, self-service pick-up, and a grab-and-go market. Sales are evenly divided between dine-in and pick-up and take-out business.

Lindsey says he is proud of his 135-member staff. “We work hard to capture their interest at orientation and keep them engaged through cross-training and ongoing development programs.” He believes his success is based on three principles: 1) follow the best examples, 2) keep things simple, and 3) maintain consistency.

“I started slow,” he explains. In 2007, he opened Junction, a casual farm-to-table concept. At the time, he met one of his repeat guests Phil Hickey, the founder of Capital Grille. Hickey provided Fry with advice and encouragement that helped him go on to create new signature concepts.

In this episode, Fry shares five steps of successful concept development. "What begins with a dream, turns into a vision and becomes reality through managing the process," says Fry. 

Today, Rocket Farm Restaurants operates concepts in the Carolinas, Florida, Georgia, Tennessee, and Texas. They include Superica, St. Celia, Beetle Cat, The Optimist, State of Grace, and Little Rey.

“I see myself as part instructor and part caretaker because newer concepts take instruction, while my more established restaurants require refreshing,” says Fry, who distinguishes chef-driven individual concepts from multi-unit concepts. “We should never settle or be satisfied with current successes, but instead continue to work on finding ways to improve."

Castellucci went on to assume a failed franchise location to create and launch Sugo, his first concept in Atlanta. “Passion alone can be a recipe for misery in this business,” he says, “but add a lot of hard work and a great team and it becomes magic.” 

Sugo‘s first nine months were difficult, but the concept became established and profitable. Castellucci began planning his next concept. In September 2009, the Iberian Pig opened. 

The transition from restaurant operator to owner of a restaurant company required changing his responsibilities and creating a support team. Family members along with management and key staff helped him develop his winning strategy, operate efficiently, and grow successfully.  By 2014, he added the concepts Double Zero, Cooks & Soldiers, Basque, and Mujo to the Castellucci family of restaurants.

In this episode, Castellucci explains how his small support team is critical to the creation and management of the company’s multiple concepts. “I prefer a horizontal structure and engagement from my operating partners in the field,” says Castellucci, adding “we include management in decisions and provide an incentive bonus program meant to share the wealth.”

Castellucci Hospitality Group currently operates seven concepts in Atlanta and Nashville, with additional units being developed in Florida and North Carolina. “My role is to balance exploitation, the duplication of existing brands, with exploration, the creation of new concepts,” says Castellucci. “I try to choose the one best thing I think we can do each year." 

Monty serves on both the James Beard Foundation and the Texas Restaurant Association boards of trustees and advised the George W. Bush administration on immigration reform.

“When it comes to targeted arrests, the hysteria is much worse than the reality," says Monty. "Violators have typically been notified to deport but have ignored the order and are usually picked up at their homes as to not disrupt employers and other public places.”

In this episode, Monty explains what restaurant operators should do when faced with notice of intention to audit (NOI), as well as the steps for accepting and filing employees I-9’s. 

He also explains how to prevent I-9 audits, the self-auditing process and correcting errors, and avoiding fraudulent I-9 requests and other scams.

As a restaurant operator, proper I-9 compliance means one less thing to keep you awake at night. Tune in for useful guidance to clarify the process.

As a teen, Lieberman worked in her parent's pizza restaurant.  After a brief career in the oil industry, she returned to hospitality in 2016 to open Dandelion Cafe. Ricks had studied culinary arts and began his career in fine dining before meeting Lieberman and joining her at Dandelion Cafe.

Their relationship blossomed personally and professionally into a partnership that grew Dandelion Cafe from a small coffee and pastry shop to a popular neighborhood breakfast and brunch concept. Known for their creative approach to breakfast, Lieberman and Ricks offer a seasonal menu with fresh local products. Specialty items include lemon blueberry and brioche strawberry French toast.

Ricks manages the kitchen and Lieberman is responsible for service and operations. "We work very well together and have created a sense of family among our staff,” says Lieberman, crediting the positive work environment for building a team that helped expand the concept to three units. Adds Ricks, “Being married and parents helps us to lead with empathy and better engage and support our staff.”

In this episode, Lieberman and Ricks share advice for creating and growing a successful concept, emphasizing the importance of creativity, community involvement, and satisfying the customer. “Success is much more than serving good food and beverages,” says Lieberman. “It’s bonding with your guest."

CHOP5 offers fresh-made salads, soups, rice bowls, and sandwiches at 2,000 square-foot counter-service units with open kitchens, limited-seating dining, and take-out service. “We have a tremendous online ordering presence with 40% to 50% of revenue coming from our website and third-party delivery,” says Mills. Most units are located in residential markets where late afternoon, dinner, and weekend traffic account for most sales.

Mills explains how counter service doesn’t have to be a lackluster guest experience. "We strive for eyeball-to-eyeball interaction with each guest,” says Mills, describing the concept’s “guest acknowledgment, suggestive selling, menu explanation, and show of appreciation.” Staff selection, training, and development are significant unit management responsibilities at CHOP5.

"Choosing franchise partners is where it all begins,” says Mills, adding, “There must be a compatibility with our concept's culture, quality initiatives, and operating environment.” 

With new store openings on the horizon. CHOP5’s near-term future looks bright. However, as Mills notes, the concept’s goal is finding quality franchisees not simply growing the number of units.

Standing at 6’5’’, Tinsley was a basketball standout in high school and was heavily recruited by universities. “I was drafted by the Chicago Bulls in 1969 and although I had a short, exciting professional career, it is my life’s work with restaurants that I am most proud of,” says Tinsley. 

He started his restaurant career as a trainer with Kentucky Fried Chicken (KFC) in Louisville and even worked with founder Colonel Sanders on the company's first train-the-trainer program. Tinsley later supervised of 50 units and eventually became a franchisee. By purchasing franchises, Tinsley expanded the business to 12 locations.

In 1995, Tinsley partnered with management concessionaires to own and operate airport restaurants and launched Tinsley Family Concessions. The company now operates several concepts in airports in Kentucky and Florida

In this episode, Tinsley explains how  independent operators can open units at airports and other non-traditional locations, including the selection process and the advantages and challenges.

Today, Tinsley Family Concessions operates over 30 locations with brands that include KFC, Starbucks, Chilis, Pizza Hut, Burger King, PF Changs, and Pei Wei.

"I like to think our continued success and growth is due to the respect we show our guests and franchisees every day," says Vaught. Penn Station East Coast Subs demonstrates its respect for its guests by its commitment to value. Lance explains “A value experience is offering really good quality, consistently served by a friendly staff at a reasonable price.” Penn Station values its large group of franchisees and demonstrates that by respecting their return on investment (ROI). "We continue to review the capital investment requirements and work tirelessly to improve our franchisee’s unit profit, says Vaught. 

In this episode, we learn how to properly structure a franchise advisory council (FAC) and how engaging with the Penn Station FAC has led to improvements in concept size and efficiency, purveyor selection and marketing as well as the integration of technology. The menu has grown slightly from the original four sandwiches, hand-cut french fries and freshly made lemonade to include salads, wraps and specials….but ownership's commitment to a valuable experience remains the same. 

“Our franchisees are carefully selected," Lance tells us, "we take our time to be certain they are compatible with our vision and values...after all, we aren't building a business, but growing a family of brand ambassadors!" 

At 38, Guard opened his first restaurant in Denver. “I knew the culinary side of the business pretty well,” says Guard, “but I had to quickly learn financial management and people development.”

Today, Guard is the owner and chef of the 12-restaurant TAG Restaurant Group. The company describes its eight concepts as ranging “from a bubbly breakfast joint, HashTAG, to the quick-casual Bubu, to the show-stopping modern steakhouse, Guard and Grace, and everything in between.”

In this episode, Guard explains how building the right team and delegating responsibilities became the foundation of his business expansion. "Today we successfully operate TAG Burger Bar, TAG Raw Bar, Sugar Mill Bakery, Los Chingonas Taqueria, and Guard & Grace Steakhouse because of the team we developed and the modifications I made to my role.”

Guard recommends that operators who wish to grow their concepts follow three steps: First, place yourself in the role that fits you best. Second, fire yourself from other responsibilities to allow the right person room to perform them. And third, implement systems and procedures for consistency.  Trust your people but place your faith in the systems.

Guard envisions a bright future for the TAG Restaurant Group. "Our short-term priorities include a focus on implementing appropriate technologies that improve operations while continuing to emphasize the guest experience."

Korsmo gained early restaurant experience working at TGI Fridays before becoming a state government lobbyist. From there she transitioned to CEO positions with the American Land and Title Association, the National Wine and Spirits Association, and eventually the National Restaurant Association.

Korsmo discusses her responsibilities as CEO which go beyond member representation and lobbying. “Watching the growth of education among students is particularly satisfying,” says Korsmo, adding, “The food safety, culinary skills and management development provided through our Pro Start program is successfully training our future leaders."

According to Korsmo, the association’s acquisition of RestaurantOwner.com increased its engagement with independent restaurant owners and operators via education and support. “I believe it is the absolute best collection of information and education for the hands-on restaurant owner available on the web today.”

As for the future of the restaurant industry, Korsmo envisions employment and sales growth, increased competition, and additional use of technology. “The National Restaurant Association will continue to use its efforts to best represent our interests while supporting the membership with the rapidly evolving industry we are a part of."

After earning a degree in engineering and a brief corporate internship, Yang joined his father and brother to open a full-service Chinese restaurant in Flushing, New York. “My interest was always in restaurants, and my passion to create is what led my brother and I to develop our own concept.”

Yang credits the growing healthful dining trend and his childhood visits to Hawaii as inspirations for the inaugural Pokeworks location in 2015, a 700-square-foot counter-service unit. Pokeworks’ fresh, healthy, and crave-able take on traditional poke bowls, burritos, salads, and sides was an immediate success. “Our initial thought was to expand slowly; but we received over one million views on Insider Food [a social media food network], creating tremendous interest in growth.”

Here, Yang details his business development process from concept ideation to expansion to franchise development. He also explains how cross-utilization of fresh seafood contributes to interesting menu offerings and managing food costs. Pokeworks’ current 1,200-square-foot counter and limited on-site dining units operate with relatively few staff and produce more than 30% of the concept’s sales from online guest pick-up orders.

"The initial acceptance was way above expectations," says Romo, adding, "The concept successfully offered something new and different, restaurant-quality cooking in a European market setting." With multiple open kitchens, the aroma of fresh baked goods, and opera playing in the background, Eatzi’s entertained customers and quickly developed a loyal following.

Eatzi’s successful Dallas debut led to expansion in Atlanta, the District of Columbia, Houston, and New York City. However, says Romo, "Expansion was not successful, and the profit drain led to a sale to a profit equity firm that had difficulty with continued operation and eventually went into bankruptcy."

In this episode, Romo explains how Eatzi’s was revived when Phil Romano purchased it out of bankruptcy in 2006 and Adam rejoined the group as its CEO. "We learned from our mistakes with location, size of facility, and operational challenges," says Romo. Extensive customer research was the foundation of their new business model. "We learned that our guests look to us for quality, convenience, theatre, price, and value so every decision made must enhance those five branding principles." 

Today Eatzi’s operates seven successful Texas locations in Dallas, Ft. Worth, Plano, and Grapevine. The units are 5,500 square feet, trimmed down from the concept’s earlier 10,000-square-foot locations. Off-premises dining accounts for 90% of Eatzi’s sales with on-premises business accounting for the remaining 10%. 

Eatzi’s appears poised for future growth with its commitment to quality and personal guest service. The concept continues to provide convenient online ordering, delivery, and "grab-and-go" sales for which it is famous.

Says Emily, “By investing in those recently released [from prison] and those with criminal records and trying to move forward, we provide a sense of purpose and appreciation while receiving a loyal hard-working family of staff members.” The organization’s name suggests being “all square” with society.

She launched All Square Enterprises six years ago as a small cafe seating 50 people and operating five days a week from 11 am to 8 pm. Its specialty grilled cheese sandwiches are served in four squares, each representing four steps of entering society from incarceration -- space, light, open, and free. The sandwich varieties include basil pesto, Jamaica jerk, and jalapeño popper with fries, soup, and salad as sides.

In this episode, Emily shares how she learned to overcome her lack of restaurant experience and how her unusual opening promotion succeeded in raising startup capital. "This truly took a village to open,” she says. “We had assistance from community members to assist with design, construction, and equipment. She adds,” But my offering free grilled cheese sandwiches for life promotion for [a donation of] $1,000 was miraculous. We had 62 responses allowing me to have the necessary funds to open.”

Emily spends time with staff and management at the restaurant and attends food truck promotions, but she works primarily on the organization’s fellowship program. "We offer family services and legal assistance. We also teach entrepreneurship as a way of preparing our staff members for the rest of their lives." 

Sixteen years ago, the family jumped at the opportunity to purchase a small hotel and their concept diversification plan was underway… Today Grupo Lorena consists of Hotel Villa, 16 Lorena bakeries as well as Don Beto Cafe, Fontana Bar and Restaurant, and La Tartaleta. The family decided to become a franchisee of the Japanese seafood concept, Sushi Koi as a way of continuing its multi-concept expansion. 

"We believe it is important to pioneer concepts, becoming the first in the San Salvadorian market helps us create impact, further our growth and increase our brand value" says Jessica, who heads up Marketing and Brand Management.

In this episode, we learn the distinction between a family operating restaurants and a restaurant business that happens to employ family members. Jackie, who leads operations, purchasing and Human Resources explains, "You don’t simply get a position in the company because you are family…you must qualify and get selected based on education and experience."

This is a story of successful concept development, profitable operations and strategic expansion by a family that has created a culture of responsibility, accountability and reward.

The success of the buffet, fresh bakery, and gift shop required the brothers to develop operating systems and procedures to improve efficiency and profitability. "We learned so much from the information and operating materials we found on www.restaurantowner.com, it remains our go-to reference to this day," says Cameron. 

In 2019, Pebbles Family Buffet increased its guest capacity to more than 250 seats and expanded its food-to-go program. They built a 10,000-square-foot commercial kitchen for the Pebbles Pantry, which delivers seven popular dinner offerings to more than 100 community grocery stores. 

In this episode, Cameron explains the importance of the business’s relationship with its staff and how his vision of Pebbles as a family became a reality. Says Cameron, "We show our care by involving our staff members in our daily operations, menu planning, and community marketing."

Over the next few years, Cameron and Andrew say they plan to continue their commitment to expansion, marketing, and staff. "We see Pebbles with an expanded bakery and gift shop and a pantry that has doubled in its production," says Cameron.

Quoting Jim Sullivan, CEO and founder of leadership and development training site Sullivision.com, Eagle says, "Good leaders may not have all the right answers, but they have all the right questions." He adds, "And I had plenty of questions."

Eagle had no question that Freebirds was an exciting concept with great quality and an energetic team, but he found many of the units were underperforming. "Previous leadership may have spent too much time on brand expansion and not enough on consistent operations," says Eagle.

Thus, Eagle spent time with unit managers and staff to discover opportunities for improvement. He gained confidence to implement a three-step program. The first step was improving both operating consistency and kitchen efficiency. Step two was keeping staff members happy. Says Eagle, "Going above and beyond staff expectations in the areas of quality of work, compensation and quality of life became our mantra." Step three involved marketing product quality and promoting successful limited-time offerings.

His efforts paid off. Freebirds World Burrito completed its past fiscal year with increased sales, improved margins, and 64 profitable Texas units.

Since this recording in August 2024, Freebirds World Burrito was purchased by Texas-based Sun Holdings, Inc.

Says O’Keefe, "Brothers Howard and Leon Fanning had just taken over operations and were placing emphasis on growth when I decided to join. The combination of qualified people, a popular product line, established operating procedures, and great unit-level economics made this scalable."

In this episode, O’Keefe explains how his legal background and previous experience with Al Copeland’s restaurant enterprises helped him successfully build the Southern Classic Chicken franchise program. "Growth through franchising requires proper selection and consistent field support," says O’Keefe. "We pride ourselves on working hard at both."

Among the concept’s menu offerings are bone-in chicken by-the-piece and a chicken tender sandwich — the D.I.Y. Chicken Sandwich. Most of the company’s locations require half- to one-acre sites to accommodate free-standing units offering seated dine-in service, a walk-up order pass thru, and a drive-thru order window. In 2025, the company plans to launch a smaller unit design with less on-premises seating and more space dedicated to walk-up and drive-thru service.

Southern Classic Chicken’s adherence to hospitality business fundamentals has helped it maintain high customer loyalty and better than industry average unit sales volume. Says O’Keefe, "In the short term, we plan to keep our emphasis on customer service and consistent operations while we continue to grow throughout the Louisiana, Arkansas and Texas markets."

"Quality never goes out of style," says Olga. "We use the finest ingredients and follow the same traditional family recipes every day when making our sweet and savory Piroshkis," she adds.

"The secret is in the dough. Our daily offering includes traditional piroshki such as cabbage and rice, beef and cheese, and potato and cheese, as well as new popular additions like veggie chipotle, and smoked salmon. Our sweet offerings include chocolate cream hazelnut and cinnamon cardamon braided twists."

Olga joined the family business 24 years ago. She quickly saw the need for operating systems to improve consistency and efficiency. "My finance background was very helpful in structuring the growth of the business." Soon after, the concept had three Seattle locations supported by a production commissary. Olga bought the business in 2017. Within two years, she added two locations and offered online ordering for pickup and delivery. Her pop-up locations in several cities to build awareness of the brand led to Piroshky Piroshky Bakery’s successful nationwide shipping business.

"I am very excited about our short-term future," says Olga. "We have a great team of people and a pastry with a point of difference. California is currently a huge online market for us and may become our next retail market area."

Learn more at www.piroshkybakery.com  

Here, Celeste shares her knowledge to help us secure funding, manage debt, achieve a return on investment, and prepare for succession planning. In this interview, we can learn the essential steps of restaurant debt consolidation, expansion, and improvement. 

Celeste illustrates how one restaurant's plan to expand into a space next door was consummated with two loans. The first financed design, construction, equipment, and decor. The latter financed small wares, inventory, and working capital as needed. 

She also explains how food truck operators can obtain funding to move to brick-and-mortar locations and how established restaurants can finance trucks for catering. 

Learn from an expert on successful start-up, expansion, and franchise financing in this "must-listen" episode.

In this episode, we learn what makes Mike’s full-service breakfast and lunch restaurant business successful and how he is growing it via franchising. Says Mike, “Franchising is the best way of getting into the business for yourself without being by yourself,” adding, “We have been very careful with the franchise partners we select and continue to actively support them.”

Sunny Street is open from 6:30 am to 2:30 pm daily. Each unit seats 100 to 120 guests, with space for private and group dining. “Most locations are in suburban shopping centers, making the family our primary guest. Weekends are huge,” says Mike. “Children have helped our pancakes become the number-one seller.”  

Sunny Street recently redesigned its packaging for off-premises dining to meet growing customer demand for third-party delivery and curbside pick-up, which account for approximately 20% of sales. Mike’s immediate goals include maintaining strong daily operations, growing the catering and delivery business, and supporting Sunny Street’s 22 franchisees in Ohio, Illinois, and Texas.

The experience changed her direction. “It was love at first bite,” says Giorgia, adding “I became intrigued with the process of authentic pizza making and wanted to master the art.”  

Giorgia traveled back to Italy to study under master pizza maker Antonio Biglietto in Naples, and she went on to win first place in the World Pizza Championship. In 2019, she returned to New York City to attend culinary school and, upon graduation, take over operations of Don Antonio, her father’s initial restaurant.

In this episode, Giorgia shares her story of how she succeeded in New York City’s competitive Hell’s Kitchen dining market and the specific challenges, including:

• Balancing the dynamics of a traditional family business with today's demanding labor market.
• Maintaining the traditional menu while meeting the tastes of today’s diners.

She also explains:

• Why in-house delivery works better than third-party delivery post-Covid.
• How to enhance the guest experience through staff training and improved processes.

“It's incredible to experience this. I am overwhelmed by the acceptance of our unique soufflé pancake menu,” says Benson. “Our point of difference is truly the menu offering. Guests tell us they have never seen such light fluffy soufflé style pancakes for breakfast, dessert and all day.” 

Fluffy Fluffy is a counter-service, open-kitchen concept, with units that range in size from 1,200 to 2,400 sq. ft. Most locations seat 30 to 40 guests and are open from 11 a.m. to 8 p.m. 

“The addition of our crunchy waffle sandwiches called Croffles, along with our wide variety of desserts and coffees, help us build guest traffic during lunch and early evening hours,” says Benson. Although these delicate soufflé items may not travel well, most Fluffy Fluffy locations post 20% of revenue from pick up or delivery.

In this episode, Benson explains his approach to daily operations and his short-term growth planning. Benson says, "I see myself as the team captain. Our success depends on people having fun while working well together. We offer today's guests an affordable luxury that is sweet and healthy. As long as we are able to enjoy our work, we will continue to share our happiness one pancake at a time.”

“We succeed because of our commitment to offering quality and a well-trained staff that remains focused on the guest,” says Darren. “Mastering the brief conversation is what we like to call our approach to guest service. It has become our motto.”

The 450- to 850-square-foot walk-up and drive-thru kiosks are popular havens for those looking for freshly roasted coffee, cold brews, specialty energy drinks, smoothies, and shakes. Growth came quickly, with the concept’s second through fifth locations in second-generation takeovers that required little remodeling. The three owners each assumed responsibility for different areas of the business, allowing Clutch Coffee Bar to succeed in operations, marketing, and expansion more quickly. With 10 units and plans for nine more, Clutch Coffee Bar is quickly becoming one of the fastest-growing concepts in the Carolinas.  

Fat Cat Creamery offers quality uniquely flavored frozen desserts and baked goods. “I started working with alcoholic beverages in some of my ice cream creations and it soon became my specialty,” says Sarah. “Waterloo Strawberry and Cream” made with gin and “Milk Chocolate Stout” with beer are among the concept’s signature products. Add handmade waffle cones, fresh-baked cookies, brownies, and old-fashioned sodas to complete the menu.

Sarah shares how monthly “flavor meetings” promote creativity and staff engagement. She also explains how seasonal tastings for customers helped build the business’s loyal following. From a single retail location, Fat Cat Creamery has grown to distribute its wares via wholesale distribution and an airport kiosk location. 

In this episode, Garrett tells how he leveraged his passion for the company's products and his respect for its culture with standardization of operations and franchising. He also explains how he converted second-generation restaurant locations into Layne's Chicken Finger units as an effective expansion tactic.

Listen and learn how Garrett selects franchisees and manages the fast-paced growth of Layne's Chicken Fingers. The brand continues to emerge in the Lone Star State, with its reach including Pennsylvania, West Virginia, Wisconsin, and units soon to open in the District of Columbia and Virginia. The company projects it will be operating 14 units by the end of 2024. 

Montclair is proximate to Newark, which is known as the “Brick City” for its beautiful brickwork architecture. Emeka’s eponymous concept offers vegan burgers, bowls, sandwiches, and salads for lunch and dinner seven days a week.

“We have established our brand around the popularity of three creative offerings," says Emeka. “The “Black-Eyed Pea”, “Sweet Potato, and “Chickpea” burgers have become our signature items.” 

Emeka’s expansion plans for Brick City Vegan include a second New Jersey location, a unit in Brooklyn NY, and the addition of a breakfast day part. In this episode, he discusses:

• Promoting a vegan menu to non-vegans. 
• Managing margins with relatively expensive local organic ingredients.
• His strategy to bring the signature burger patties to retail.

Nana's Chicken-N-Waffles became a popular Atlanta breakfast, brunch, and lunch concept. Kelli is active in the community, has authored a cookbook titled “Kooking with Kelli”, and has been featured on local television programs, including multiple appearances on the Food Network.

With two Atlanta locations. Kelli sets her sights on continued expansion and retail distribution of her concept’s signature waffle mix and syrups. In this episode, Kelli discusses:

• Building a brand.
• Active social media and community-based marketing.
• Why her best managers started as line employees.
• The growth opportunities of limited-menu concepts that require less square footage and fewer staff.
• How secondary markets and franchising figure into concept expansion.

The success of Seven Brothers led to additional locations in the Hawaiian Islands and expansion to the U.S. mainland. In this episode, Seek shares the story of Seven Brothers' creation and discusses:

• The decision to expand to the mainland.
• The challenges of maintaining a strong family business culture with multiple units.
• Why franchising became the concept’s expansion strategy and how it succeeded.
• How focusing on the customer and community-based marketing became the concept’s cornerstones of franchisee success.
• Why smaller units with drive-thru and delivery services are “What’s Next".

Jason tells us "Where there is a mission based on passion and a vision that is inclusive, there is success. We win by serving high quality certified Halal chicken, engaging our team members in the business and actively supporting our community” In this episode, Jason and Etkin share their 7 core values referred to as the "Haven Way” as well as provide details on:

• Their “Service Physics" culture challenges everyone to view problems as opportunities for improvement
• The social media marketing success of Crispy, Crunchy, Juicy, Spicy and Delicious!
• Their “On the boat” training philosophy…everyone has an oar but must work together to move forward
• The expansion goal of 25 operating units throughout New England by the end of 2025

"I just knew cooking would be my future,” says McClain, adding, “I started cooking with my uncles and grandmother as a child and haven’t stopped."

McClain discusses Biscuit Belly’s expansion and its franchisee selection, training, and development. She also explains:

• Why menu development requires creative staff training practices to ensure consistent operations.
• Why customer value is defined by staying true to quality ingredients, consistent portions, and creative presentations.
• Why it takes the right people with the right products and following the right processes to be profitable today. (She notes that a recent franchisee opening attracted more than 200 applicants for 35 positions).
• Why franchisee selection is like adding family members at the dinner table. (“Closeness and compatibility are what’s most important,” says McClain).
• Why franchise field services are more about teamwork and support than supervision and evaluation.

They refer to each other as “Pots-and-Pans Tiffany” and “Pen-and-Paper Tom”, underscoring a unique partnership that Tom believes is the foundation of their success. In this episode, he shares what he learned as the company’s inaugural general manager, how he forged the company’s people-first culture, and his plans for future concepts. Tom also talks about:

• How partnering with a celebrity chef raises the level of guest expectations. 
• Why learning is a daily experience. Staff and management learn from successes as well as mistakes made.
• How cross-training restaurant, bar, and culinary managers build a stronger team and reduce turnover.
• How passion, principles, and purpose lead to profitability.
• Why staff “bench strength” is a priority when considering expansion.
• How to support the community by creating opportunities for social entrepreneurship.

Saigon Hustle was launched just prior to the COVID-19 pandemic as a ghost kitchen delivery-only Thai concept. After nine months of operation, Cassie and Sandy moved the restaurant into a small building on a busy corner in a well-established neighborhood. Offering limited outside seating and drive-thru only, Saigon Hustle became a tremendous success. “We are proud that the three concept commitments we made became reality," says Sandy, citing their “authentic menu recipes, accessibility to the masses, and ability to expand.”

Sunday Press and Ginger Kale are neighborhood coffee-bakery cafes. "We offer a comfortable place to be,” says Cassie. "Regulars meet, eat, and visit during morning, afternoon, and throughout the evening. We offer a private room for family gatherings, small business meetings, and community events”.

In this episode, Sandy and Cassie share their experience and wisdom as successful startup restaurateurs, including:

• Managing multiple concepts efficiently with common procedures and support systems.
• Financing the business for growth, including private equity.
• Successfully expanding without sacrificing quality and consistency.
• Focusing on community as their best marketing tool.
• Creating a people-first culture that pays dividends in building a team for expansion.

Brandon and Zane explain how they: 

• Grew their business from a food truck to a full-service restaurant to an award-winning, multi-state concept with locations throughout the Southwest.
• Won over investors to help finance business expansion.
• Fostered owner-operator and investor relations.
• Developed a consistent brand and company culture at multiple locations.
• Plan to grow the concept to 30-plus units within the next four years.

Pete learned the principles for success in the restaurant business, including the importance of effective catering and delivery programs and involvement in the community. "These traits serve me well today as I administer to my growing fajita delivery restaurant company.”

Fajita Pete’s was borne from disaster. In the wake of a hurricane and flooding in Houston, “many roads were flooded, and businesses were closed making dining out very challenging,” says Pete. “We promoted family fajita packages for delivery and found we filled a tremendous void in the market.”

Today, Fajita Pete’s offers a limited menu of Mexican-grill favorites from its 35 locations, with 95 percent of sales from delivery. The concept’s units range from 1,200 to 2,000 square feet and require relatively few staff, keeping “expenses reasonable and daily operations simple,” says Pete.

In this episode, Pete shares his philosophy for franchise operations, branding, and growth. "Selecting a franchisee is much like adding a family member,” he explains. “It's more important that they are compatible with the concept and its vision. Capability can be taught, compatibility cannot.” And, in turn, Fajita Pete’s rewards their compatibility with support. “The better we support our franchise family, the better they do and the more they will grow."

Bruce’s grandfather, who owned a successful barbecue restaurant in New Jersey for 35 years, was his inspiration for entering the restaurant business. “I knew it was simply a matter of time for me,” he says, explaining, “I always loved the culinary side of restaurants but had been afraid of the unknowns of startup ownership.”  The advantages of owning a solid franchise allayed his concerns. I Heart Mac & Cheese is a fast-casual, counter-service concept with limited seating and a tremendous amount of takeout and third-party delivery business. In 2015, Bruce met with the owners of I Heart Mac & Cheese in Scottsdale, AZ. In this episode, Bruce explains the advantages of becoming a franchisee and why other would-be startup operators are opting for this route to restaurant ownership and independence. 

 "I was immediately attracted to I Heart Mac & Cheese because of the quality and simplicity of the concept," says Bruce. “I chose to become a franchisee because of the established operating systems, the marketing support, and purveyor purchasing agreements.”  

“The line works like magic,” says Bruce, adding that “guests simply choose the type of cheese, the size of the bowl, and protein.”  With a per-person check average of more than $15 and limited labor requirements, I Heart Mac & Cheese is well-positioned for successful expansion in today’s competitive fast-casual market. 

In this episode, L.J. explains how he grew the concept in the U.S. to 99 units in California, Florida, Georgia, Oklahoma, Texas, and Washington D.C. “Successful growth comes from thinking small,” he says. “We are very customer-focused. We are in the service business after all. Food is simply the vehicle we use to serve.” 

Pollo Campero stands out in the crowded fast-casual chicken sector with fresh chicken broasted in a blend of Central American spices and served with rice, beans, and Yuca fries. The counter-service concept also offers drive-thru service at many of its units. 

“Keeping product quality as your number-one priority is most important as you expand,” says L.J. “But growth doesn’t work without building a solid team,” he adds, explaining how the company's commitment to staff selection, training, and development helps Pollo Campero overcome labor market challenges.

L.J. ensures his headquarters staff are involved in daily operations at the unit level. “The closer you are to your customer, the smarter you become," he says. “Today many restaurant operators grow for the sake of numbers, but we lead with passion and grow from the heart.” 

Bel-Fries’ well-crafted social media marketing program helped the brand get established quickly. The concept’s promotions - particularly on Instagram - have created a large and enthusiastic following. 

"Creating everything fresh daily is getting easier to do now, but it hasn’t always been that way,” says Annalee. “I was truly inexperienced and had to learn everything by doing.” 

Annalee’s approach to restaurant entrepreneurship has since matured with her experience in the business. “I don’t overreact to daily problems as I used to, and never hesitate to jump in to help get things done,” she says. She also credits training and culture for her concept’s success. “Having a team of individuals working together to create a positive work environment is an absolute must for a busy restaurant to succeed.”

While Bel-Fries popular Black Truffle Mayo might be found on retail shelves in the near future, Annalee eyes rapid business expansion cautiously. "Although we might place more carts around New York City in 2024, I am concentrating on operating systems and management developed before committing to the various growth options being offered."

A restaurant career that began at age 14 and has extended over 33 years provides a wonderful foundation of knowledge for Jay to work from. “Food crosses all barriers,” Jay tells us, “Restaurants have become the last bastion of civility, operators need to do more on the play side to create a better guest experience”.

In this episode Jay shares his three tips for successful brand building (1) Be sincere with messaging (2) continue to nourish, strive to improve and (3) stay connected to your community. "Successful restaurant brands become the third place, after home and work it's the third place guests want to be with their friends and family,” says Jay.

Jay explains how guests' expectations of the restaurant experience have changed and provides examples of ways today's operators can shift to offering more convenience while also enhancing personal service. 

Jay challenges us to embrace the change and reminds us that successful restaurant brands are the ones that combine their inside-the-4-walls marketing approach, with social media influencers and community involvement.

In 1997, Iliana opened the original El Naranjo in Oaxaca. Her life changed dramatically as political unrest forced the family out of Mexico a few years later. Settling in New Mexico until a visit to friends in Austin, Texas convinced Iliana that it was the right place for her, and she reopened El Naranjo there in 2012.

In this episode, we learn how Iliana first learned of the Oaxacan delicacies from her grandmother and how as a young girl in Mexico City used those earthy, smoky chiles and spices to cook authentic Mexican dishes with her mother. "My love for cooking began as a young girl, I enjoyed going to the market daily and traveling the country with my family tasting the flavors of the various regions,” says Iliana.

Iliana tells us how her love for teaching has helped her work with staff and operate her restaurant. "Patience is truly a virtue,” she tells us. "My signature Mole is a three-day process, so it's easy for me to understand that training staff takes time and repetition." Today her full-service traditional Mexican restaurant offers dinner service and a very popular Sunday brunch... Tomorrow may find us enjoying an additional concept as Iliana would like to offer her seasonal Mexican favorites in a less sophisticated, fast casual environment. We can’t wait!

In this episode, Ben shares the story of an 11-year development plan that turned a small house in the Rainey Street district of Austin into a 500-seat dining destination. "We still engage in a very old-world approach to our product using a curing room, pickling room, and a smoking room to produce our special recipes of wood-smoked sausages, and made from scratch sides, sauces and condiments," says Ben. In fact, Banger's is known for offering the widest variety of smoked sausage and the largest selection of draft craft beer in Texas.

Although his menu might be old-world, Ben’s management style is modern staff-first positivity. "I am a recovering people pleaser,” says Ben. "A few years ago, I felt I had a toxic workplace and went to work to set an entirely new direction". He explains how embracing staff expectations and engaging them more deeply in daily operations led to shared values across the team. 

Ben explains his "No Rules" Rulebook and practice of self-evaluation to keep staff and management focused and moving in the same direction. "Looking at the larger picture and planning quarter-by-quarter helped me to see the value in new hourly wage and tip share program," says Ben, who is planning a food hall on the property that will include a new sandwich concept, a sausage house, and several beer bars.

Johnny first visited Corner Booth as a guest in December 2019. During that episode, we learned about his strong commitment to guest service and how his staff has become extended family. In this episode, we learn how his concepts have adapted to the guests' buying habits post-pandemic. Says Johnny, "People demand more convenience now, we are experiencing 23% to 30% of our revenue coming from car side pickup."

With nine units, including full-service Carrabba’s Italian Grill and Grace’s and fast-casual Mia’s concepts, Johnny is an expert on multiple-unit management. "Owners can do what they want, but the customer is the real boss," says Johnny, adding, "the closer you stay to your customers the smarter you remain." He spends his time working with management and engaging with staff members. 

In this episode, Johnny shares insights into the use of technology to support operations while enhancing the guest experience through "hands-on" hospitality. "You always return to where you feel you belong. More than food and drink, it’s the service that makes a great experience."

In this episode, Eric explains how he covers the myriad faces of the restaurant community and what he finds interesting and newsworthy. Eric feels that COVID changed our relationship with restaurants and underscored the importance and necessity of providing meals via delivery and takeaway service. He views current industry challenges as balancing convenience with offering quality full-service experiences that guests seek after two years of social distancing.

"We are social people, and we seek communal experiences," says Eric. Despite increasing cost, labor and supply-chain challenges, Eric believes the industry will continue to expand. Diners are increasingly adventurous, creating demand for ethnic and other concepts that break the mold of typical fare. Learn more about Eric on his podcast "What’s Eric Eating".

Her first year in business was challenged by COVID, which allowed for takeaway service only. "Working with family and a very small crew at first, we developed a loyal following from the Chinese community," says Grace. "Then, as on-premises service was allowed, we added more to the menu and happily watched our customer profile broaden and grow."

In this episode, Grace explains how she built a successful full-service neighborhood restaurant serving family recipes. In 2023, she leveraged that experience to open Hongdae 33, a counter-service Korean barbecue concept. 

Grace looks ahead for further concept and unit expansion. "I find myself more interested in the restaurant business every day. Working closely with staff keeps me connected. I believe you never stop learning."

She involves her team in her financial planning, menu development, and marketing decisions. "Some of my managers may want to open their own restaurant one day and I will be there to help them."

Her transition into the restaurant industry began with creating a business partnership for the purchase of three Chicken Salad Chick franchised locations. She added eight additional units to her enterprise, developed a catering and delivery program at the units, and sold them to Chicken Salad Chick Corporation in 2018.

In this episode, Lauren describes her path to founding Full Course. She says she realized “a true development solution was needed to assist small restaurant companies and Full Course was created to fill that need," says Lauren. Full Course assists startups with education, operations management, and raising capital, putting proverbial skin in the game with an equity interest in the businesses.

Lauren’s advice for independent restaurant operators wanting to succeed and grow includes balancing labor and technology, building loyalty through quality and guest satisfaction, and playing the long game to build true brand value.

What began as a small neighborhood full-service cafe known for offering great breakfasts has grown into a 10-unit family enterprise in Austin and San Antonio, Texas. Many things may have changed over the years, but the core purpose at Kerbey Lane remains to be a place that feels welcome...to its team members and guests.

In this episode, Mason shares his strategy for expansion without becoming chain-like. "We look to replicate the experience rather than add units," says Mason. This places an emphasis on building a team that fits the concept and its values. Kerbey Lane remains committed to scratch cooking, “quirky" unscripted service that’s personalized, and active community-based marketing. Their popular “Kerbey Kindness” program rewards selected neighborhood charities with donations each quarter.

"Our food speaks volumes," Mason notes. "The cinnamon roll pancake and eggs Francisco are most popular and help us routinely get voted Best Breakfast in the City." Mason's management style helps connect with management and engage with staff. He has received some of his best suggestions for improvement by including management and staff in discussions regarding daily operations and plans for the future.

The future looks bright. Mason plans to stay close to operations and keep the corporate structure lean while continuing to create the Kerbey Lane experience in other major cities throughout Texas.

Says Mario, "Initially the concept was called Mojo’s Motown Eatery, serving burgers and wings," adding, "It wasn’t until the next year when I moved to Atlanta and added stuffed potatoes that the concept really took off. So, I changed the name to the Original Sleepy Potato."

"We keep the menu simple, using high quality, extra-large russet potatoes, sixteen stuffings, and a wide variety of grilled protein toppings, including beef, chicken, lamb, and shrimp," he says. The menu offers specialty non-alcoholic beverages using Kool-Aid® flavoring.

The counter-service concept favors second-generation restaurant spaces ranging from 1,200 to 2,000 sq. ft. With an eye toward franchising as a pathway for expansion, Mario is upbeat about the future of his restaurant business.

Michael is a seasoned contractor. Robyn started working in restaurants at the age of 13. In the summer of 2021, Robyn found an unoccupied space in their hometown of Greenwich Connecticut. The next day, they purchased a 50-year-old deli that needed a lot of work. “Thankfully, I was able to do most of the re-do,” says Michael.

With a menu based on their family’s favorites, they named the restaurant after Robyn’s father. Constantino’s is a small, casual, full-service Italian concept that has quickly become a neighborhood favorite for pasta and pizza.

They opened a second Constantino’s unit a year after the first, in a neighboring town 15 minutes away. The Bordes then found another small space that became available in the wake of a Covid business closure. There, they created “Constantino’s Homemade Ice Cream”.  

The couple continues to seek opportunities for expansion. “We have found locations nearby for two concepts we are developing right now,” says Michael. “We look forward to opening Constantino’s Pasta Bowl, a counter-service build-your-own pasta dish concept, as well as Love you Latte, a small breakfast and lunch coffeehouse later in 2023." 

Operating several locations, six days a week, and with more than half of sales from takeout and delivery business in the early days of their business, required them to ramp up systems and procedures to assure quality and consistency.  “We learned very quickly how important it is to create a staff that works together as a team and helps each other like family," says Robyn. Adding to the couple’s recipe for multiunit success are hands-on ownership, quality ingredients, active social media, and community involvement.

In this episode, Chris shares the story of two friends’ desire to fuse hospitality with a bold and edgy product to open the first Voodoo Doughnut in 2003. At their first location, squeezed between two nightclubs in downtown Portland, they joked about “world doughnut domination”. In 2008, they opened a second unit. Today, Voodoo Doughnut boasts 17 locations in six states.

Chris shares with the Corner Booth his plans for product innovation, business culture, and growth. “Although there will be 24 units in operation by the end of the year,” says Chris, "I see us creating a series of stores rather than a chain." He explains, “It’s important [for the units] to be similar rather than identical," adding, “We win when we adapt to the neighborhoods we serve." As far as product, says Chris, "we must remain crave-able." 

Chris takes a hire-for-attitude approach to staffing. "We hire interesting people with the will because we can teach the skill." He reminds all he works with, however, not to take themselves too seriously. "We make doughnuts after all."

After 16 years of concept development and expansion, and armed with a team of 1,800 staff members, Alex feels the brightest days for Atlas Restaurant Group lie ahead. "Being big still means thinking small to me," he says, going on to say, "The closer I stay to the market and the more engaged I remain with the staff, the better I become."

In this episode, Alex explains the three pillars of his operating principle for success: product integrity, entertainment, and hospitality. "Balancing these three key items maintains the unique identity of each restaurant concept," he explains.

"We remain a people-first company," he adds. "My success depends on my team." 

Alex takes pride that his first manager is now the COO and a business partner. “I am very proud that so many staff members have found a home with the Atlas Restaurant Group.”

Says Orsbourn, "There are tips and tricks that set the foundation for building a mature guest digital experience," which, Sandland adds, can "increase guest satisfaction and loyalty." Orsbourn and Sandland explain how the path to digital maturity also includes gathering consumer data that can be compiled and analyzed to improve the menu, labor scheduling, and operational efficiency. Join us for an engaging conversation on how to place your concept on the cutting edge of the restaurant industry’s digital transformation.

In this episode, Pete shares how he grew Cornish Fish and Chips to three successful locations in the United Kingdom with self-education and systems. “It took the opening of our second location for me to realize the benefits of daily systems and operating procedures,” he says.

The concept’s cod and chips are served with traditional mashed peas. Popular with tourists and locals and tourists, Cornish Fish and Chips offers a wide variety of beers, employs a successful take-away business, and has recently begun a customer loyalty program. “Engaging the locals through community involvement and in-store promotions has really helped us succeed during the off-season,” he goes on to say.

As a multi-unit operator, Pete has adjusted his role and responsibilities from working “in” to working “on” the business. He directs and supports unit managers so they may carry out their duties more effectively. "This allows me the opportunity to work more on the business while providing organized services and consistent operations at the unit level."

Cassie’s commitment to quality landed her as marketing chief for celebrated Texas-based Velvet Taco, a premier-quality fast-casual concept that offers a globally inspired taco menu. To her credit, the concept has grown from eight to 36 locations in four years. 

In this episode, join us to learn how to maintain brand identity and build value while rapidly expanding in both urban and suburban marketplaces. "Although there are core menu items and other key concept features," says Cassie, "we try hard to represent the local community in the design and decor of every location."

"Food isn’t the only area of continued innovation anymore," says Cassie, adding "we must deliver a complete experience in order to create value and develop guest loyalty." To that end, Velvet Taco emphasizes convenient online ordering, proper packaging and creative catering programs.

Cassie reminds us that marketing is so much more than the ability to promote the brand and attract new guests. It is the practice of managing your brand while connecting to the community and building guest loyalty. Learn from this expert about marketing best practices you can put to work in your concept.

Randy’s patience was rewarded. In 2014, Erwin retired and handed the keys to Randy in the sale. The CPA auditor was now an independent operator.

A quick study, Randy learned how to honor the history of the bakery while making it even more inviting for modern patrons. Kolache Shoppe is a limited-seating, counter-service bakery in Houston that now offers the convenience of a drive-thru and tremendous takeaway and delivery business. 

He has expanded the menu from the original sausage- and fruit-filled standbys to a wider variety of offerings, including praline and barbecue brisket kolaches. The sausage selections now include boudin, a French blend of cooked pork, rice, onions, peppers and seasonings stuffed. For Mardi Gras, Kolache Shoppe offers a King Cake version.

Randy is growing the Kolache Shoppe via franchising. In this episode, he explains why he chose this route to expand, with the caveat that his franchisees must be a good fit for the culture and vision of the concept.

Says Randy, "My franchisees must have a soul for the Kolache business because we aren't simply offering a pastry but a vehicle for enjoyment and memories." He adds, “My recipe for growth begins with people. Expansion isn’t a race; it's about working with the right partners."

And it worked. "I look at everything from the customer point of view, which properly places emphasis on the need to take care of people," says Frank, adding, "I select friendly people and train every staff member to refer to all guests as if they were family."

His commitment to personal service worked so well that it led to seven successive years of revenue increase. In the wake of his success, he expanded the restaurant. Moreover, the success of Patricia’s of Holmdel spurred Frank to develop a breakfast-lunch concept in a space across the street. The concept, Over Easy, has been operating for less than four years and has expanded into two additional New Jersey locations. 

Wait, there’s more. Frank’s latest development is a 6,000 sq. ft. full-service Italian steakhouse and bar. Named Gabriella’s, it has become one of the hottest new restaurants in New Jersey and recently added a private dining room to serve events and meetings.

Frank, a former printer, believes that the best marketing is done within the four walls of his restaurants. And as long as his team continues to put the guest first, he will believe he can build a successful neighborhood restaurant group for a long time to come.

In this episode, Mike discusses the challenges of leading a busy made-from-scratch-menu concept with locations throughout North Carolina, South Carolina, and Virginia. Famous Toastery is a full-service concept, with take-out and delivery. Unit seating capacity varies from 70 to over 200.

"Staying hospitality focused while expanding the concept is priority number one," says Mike, adding, “we look at growth differently than most restaurant groups. We duplicate rather than simply expand.” 

The business’s franchising model requires rigorous franchisee selection and more than 800 hours of management training. At Famous Toastery, every staff member is involved in guest service and shares in the tips. Says Mike, this service model fosters a fun team atmosphere that results in a better guest experience.

As an industry veteran and now chief of Famous Toastery, Mike is ever-seeking incremental improvement. This includes enhancing field support for the units, perfecting the business’s supplier relationships, and pausing expansion just long enough to further refine systems and procedures.

Cluster Truck is a multi-unit, delivery-only, casual restaurant concept that offers a breakfast, lunch, and dinner menu delivered within specified limited areas by carefully selected and trained professional drivers. "We call it delivery with dignity," says Chris, explaining, "because if delivery doesn’t work for the customer and the drivers, it doesn’t work at all." 

Much of the business’s success hinges on the company’s strategic location of food preparation facilities and limited delivery range, allowing drivers to make faster and more deliveries per hour. Given Chris’s background, it should be no surprise that Cluster Truck’s critical success factor (in addition to crave-worthy menu items) is the software he developed. 

His EmpowerSM platform program seamlessly coordinates the process from the point of order to the point of delivery. Yet, it isn’t exactly a "secret sauce". Chris also makes Empower available to other restaurant operators, as part of his business model.

Restaurant industry observers like to call modern food delivery the "Amazonization" of the restaurant business. With five units in operation and several more on the way, Chris says, "Amazon customers are typically happy, but our delivery customers are very happy because at Cluster Truck our objective is to exceed their expectations."

“Remember when we were told the pandemic was expected to last 8 to 12 weeks?” she asks. "Well, it lasted much longer,” she says, adding, "and many independent operators are still recovering from the negative impact it had on their restaurant businesses.”

The Independent Restaurant Coalition soon formed in the midst of the pandemic. Since founded in 2020, its membership has swelled from a few hundred restaurant owners and operators to more than 150,000 today In this episode of Corner Booth, Erika explains how she went from a volunteer to the association’s charter Executive Director. She covers the myriad issues the Coalition is addressing to help beleaguered restaurateurs.

“Most members are still financially stressed because only a third of all applicants received available government funding,” says Erika. “In addition to working through recent supply interruption, increased operating costs, and a tight labor market, many coalition members seem to need direction and assistance.” In this episode, you’ll learn how the association is working to educate its members on the industry’s changing compensation and benefits requirements, as well as working with insurance companies to offer more and better programs for the small restaurant operator. Erika feels the virtual panel discussions offered to IRC members helps them share their knowledge with their industry peers.

As you would expect, a great deal of the association’s efforts are educating legislators and policymakers. “We have immigration policies and farm bills facing the legislature to work on,” says Erika. “We must continue to educate policymakers about the tight margins and other operating challenges facing today’s independent restaurant operator.”

The first Jim ‘N Nicks opened in Birmingham, Alabama 17 years ago. Since then, the concept has steadily grown to become a successful 40-unit regional brand in Tennessee, Georgia, Florida, and North and South Carolina.

In this episode, Larry shares his tips and views on sustainable restaurant expansion, based on a "people first" culture that fosters growth. Aggressively opening new units and chasing investors are not the answers, says Larry, explaining that the key to winning is sourcing, recruiting, and training teams to execute the concept’s quality mission. “We hire for attitude and train for function.”

Like many concepts, Jim ‘N Nicks offers robust off-premises service and third-party delivery. Within the four walls, Jim ‘N Nicks provides a fast-casual experience upgraded with attention to personalized service, including food runners to deliver meals, bus tables, and provide drink refills. The concept also offers a full bar with a wide selection of craft beers.  

At the helm of a successful and growing multiunit concept, Larry shares insightful commentary and advice on menu management, product cost, inventory control, and community marketing. Listen in and learn.

Ricardo praises his parents for the life lessons and work ethic he developed helping out in the business in his early teens. "My father reminded us that we may operate restaurants, but we manage people," says Ricardo.

In this episode, we learn how traditional family recipes and business practices formed the foundation of a restaurant concept that is recognized as a market leader. Molina’s Cantina continues to serve its popular traditional favorites, while also offering grilled specialties and fresh seasonal items. "We have always been committed to high quality and service standards, and I believe that impacts positively on our management and staff," says Ricardo.

"Today’s challenges are a little easier to overcome when you have longtime staff and purveyor relationships," says Ricardo, adding that he believes positive relationships with staff foster better relationships with guests and, in turn, drives loyalty and repeat business. And we believe he is right.

"I thought there would be advantages to buying an operating restaurant, in a good location, with established clientele, trained staff and systems," says Sherman, owner of celebrated Asian concepts Tobiuo Sushi and Bar and Money Cat, both in Houston.

As a young multi-unit owner and operator, Yeung does not want quality of life to take a back seat to the business success he is enjoying. "The work-life relationship is very important to me and my management team," says Sherman, adding, "I look forward to creating a restaurant company that values the balance of work, family and community."

"Hops Burger Bar in Greensboro, North Carolina provided the inspiration for the restaurant I wanted to create," says Terry. He brought that vision to Texas and found a unique location next to a historic boutique hotel to realize it. He hired menu consultant Christina Fuller to help develop the concept's point of difference.

In this episode we learn how Terry took his plan from idea to reality to open Muck N’ Fuss Craft Beer & Burger Bar in 2018. Offering fresh, never-frozen ground beef, quality local ingredients, homemade beer-battered onion rings, and 30 craft beer selections on tap, Muck N’ Fuss quickly became a local favorite.

A student of Malcolm Baldrige award recipient "Pals Sudden Service" and its total quality management culture, Terry explains why staff development is Job One. "After four years of running a successful operation, I continue to rely on my people because no single person has all the answers," says Terry.

Terry also explains how a commitment to incremental improvement motivates his team to continuously improve the guest experience and earn repeat patronage.

This is how you win in the independent restaurant business. Tune in and take notes.

Learn how Kyle, in 2005 armed with only $10,000 and ambition, took over the basement of a beautiful historic building in downtown New Braunfels, Texas, with his business partner. There they created the Root Cellar, a casual café furnished with items collected at garage sales, displaying artwork by local artists, and featuring live entertainment by local musicians. Kyle describes the seasonal menu as "American favorites with a twist." 

After 17 years in business, Root Cellar continues to enjoy a strong connection with the community and led the way to the development of two other successful concepts - Tin Top Burgers and Rhea’s Ice Cream, with two units.

Today, says Kyle, "I see my role as providing support to the units. Providing growth for key staff is critical for expansion in today’s market and allowing a sense of ownership among management helps them better focus on the business.” With Tin Top Burgers and two Rhea’s Ice Cream parlors operating in the same locale as Root Cellar, Kyle set his sights on expanding into the neighboring community of Gruene, Texas. In 2018, he opened the Gruene Grove bar, along with a third Rhea’s Ice Cream. His future includes plans for continued business growth in the markets he knows. 

Says Kyle: “Community matters. Not everything may work everywhere, so I recommend you stay where you are known and accepted."

Join us as George shares his story of a company restructure, commissary kitchen development, corporate team building and expansion to the current 12 units with 2 more under development. Common Bond presents an updated version of the European neighborhood bakery coffeehouse offering an equal amount of savory and sweet items, coffee, and sandwiches.

In this episode, we learn how Common Bond developed and successfully operates multiple versions of the brand. The "Bistro" concept is their counter service bakery/café, the "Brasserie" offers full-service evening service while the "On the Go" is the smaller, limited menu drive-thru version.

"Multiple presentations of our concept doesn't create any additional difficulty, instead it provides us greater opportunities for expansion," says George. "The runway of core menu offerings, color scheme and certain design elements are consistent in all variations.”

George's simple 3 steps of service teach his philosophy of Greet, Engage and Serve! This people-first approach to hospitality has resulted in a positive work environment full of motivated staff and satisfied guests. 

In this episode, we learn how Karen’s consulting company, Culinary Options, helps restaurant operators develop winning and profitable menu items. "For 25 years, I have been fighting what I call bloated menu syndrome," says Karen. “Operators tend to present too many items creating a heavy menu with high inventory and low profit margins.” 

Karen enjoys taking her client's idea and developing it into a full menu concept. She believes the foundation for a successful menu starts with the cross-utilization of products and making a second purpose for popular menu items. “I believe future menu formulas will include convenience and packaging with quality and consistency to improve the guest experience.”

In Drew’s case, happily, the second time’s a charm. Join us for a shot of inspiration with this restaurant business comeback story. 

Drew shares what he learned from the unsuccessful three-year restaurant ownership experience, a 10,000-square-foot full-service bar and grille concept. He explains how it set the stage for his next and tremendously successful current concept — "Max and Louie’s", an authentic New York Deli in the heart of the Lone Star state.

Drew opened Max and Louie’s in 2016, serving loyal customers breakfast, lunch and dinner seven days a week. The all-day menu (you can have breakfast, lunch, or dinner items any time of day) and long hours could have put a strain on operations. But his "staff-first" philosophy "has built a team that enjoys working together to exceed our guest’s expectations," says Drew.

His business philosophy also includes a "quality-first" approach to the menu, sourcing the finest ingredients and making all items from scratch, including bread in an in-house bakery. Drew has expanded his footprint, begun an overnight baking shift, and added catering to meet demand from his growing customer base. 

Today, with a talented management team and a staff of 85, he looks forward to expanded delivery business and retail sales of his products.

In this episode, we learn how Arlene decided to sell her restaurants to her partner and begin a full-time career in consulting. She tells us about her years working with Price Waterhouse and Cooper as their global restaurant expert. She shares her experiences from her days working with regional chains and national brands, and tells us how her admiration for the hard-working independent restaurant operator grew.

Arlene moved on to create Arlene Spiegel Consulting in order to focus her time and energy on independent start-ups and small growing restaurant companies. Decades later Arlene finds herself busy with a variety of restaurant, hotel and casino clients. "The recent pandemic simply exaggerated many issues restaurants were already having within their operation," says Arlene.  She continues "Improving customer convenience, streamlining daily operations and improving the staff experience were issues I helped many of my clients with."

Her "Come Back Strong" program was developed to assess issues, provide direction and help implement improvements quickly and successfully. We learn how this approach led some restaurant clients to move into retail and how hotel casino buffets morphed into popular food halls. Arlene tells us "I see consulting as the process of finding solutions and providing the tools required for successful implementation!"

In this episode, Michael shares the story of his transition from a police officer to joining his family’s business. He grew up around the culture and mission of Angelo’s, so he knew how to make “guests feel like a part of our Italian family,” he says. But he was not prepared to manage a restaurant and rolled up his proverbial sleeves and dived into educating himself for the job. Michael was one of the earliest members of RestaurantOwner.com, which he credits for helping him drive revenue, manage costs and train his staff more effectively. His discipline and effort have been rewarded with the continued and growing success of the concept. 

Michael also shares the story of the restaurant’s 2008 relocation, including the design and construction of a freestanding building, to adapt to changes in his market. He explains the business planning and financing process and his thinking behind the restaurant’s design changes and offerings, including a display Gelateria, to maintain appeal in a changing market.

Michael believes profitable restaurant owners are always learning, by choice and necessity. Operating the new, larger, busier restaurant presented new challenges. After the relocation, “it took a couple of years to really feel stable and well organized," he says, adding, however, “our commitment to constant improvement has helped Angelo's become a people forward, positive workplace where happy staff are supported by friendly management.”

"I had no restaurant experience," says Raz, "but I knew that I needed strong people to help build the foundation of my concept." He turned to Joe Cervantez, armed with experience in the kitchen of fine-dining landmark creole seafood concept Brennan’s, to be executive chef for the new seafood & oyster house restaurant -- Pier 6 

Learn how in just two years Raz and Joe worked together to create a successful beachfront seafood dining experience, and since expanded into lodging with six beachfront rental bungalows to serve local residents and weekend, destination visitors. The surf and turf menu has a heavy New Orleans influence and is seasonally updated. The expansive premises accommodate outdoor balcony space along with beautifully appointed interior dining and bar areas, for both casual and special-occasion dining. Raz and Joe explain how they quickly developed a successful brand with a quality menu and high-performing team in spite of Covid labor and supply chain challenges.

Upon graduation from university, Ryan began his career in corporate finance, but after acknowledging his true calling, he pursued and earned a master’s degree in hospitality management at the Conrad N. Hilton College of Global Hospitality Leadership at the University of Houston. "Graduate school built my confidence and solidified my passion for this industry," says Ryan. It is also where he met his future business partner Aaron Corsi. "There was a natural progression in my business planning from food truck to brick and mortar restaurant and brewpub to brewery," adds Ryan.

In its 10th year of business, 8th Wonder produces a wide variety of classic beers and ales, including seasonal offerings. More recently, 8th Wonder has successfully expanded into spirits distillery under the brand 8 times Vodka and Texas Whiskey, as well as a line of non-alcoholic offerings under the brand  Wonderwaters. 

In this episode, Ryan explains how he and his team manage a successful brewery operation — including production, taproom service, onsite events, product development, and community marketing.

In this episode, Kirk shares how attention to daily operations attracts and retains staff. "The unit manager is the heart of our brand," says Kirk, adding, "All services are intended to support them." He explains how leveraging current technology to communicate with, schedule, and train staff can foster engagement and teamwork.

"When pick-up and delivery orders increased over 300%, our staff rallied, and some of the best suggestions regarding packaging, operations efficiency, reheating instructions and marketing came from them," says Kirk.

A flexible concept, Turning Point is able to move into both new and second-generation locations ranging from 3,500 to 5,000 square feet. Kirk’s strategy for growth going forward is franchising, with a franchisee-operated unit in the works in Pennsylvania, with similar expansion in Virginia and Florida to follow.

But his life hasn't always been a series of impressive awards. In this episode, we learn how he went from a difficult life in Brooklyn, New York to a successful restaurant operator in the Southwest. "My adopted grandmother got me interested in food. She raised me and was wonderful in the kitchen," he says, adding, "I enjoyed it immediately."

Bob launched full-service Italian restaurant Forghedaboudit! in Deming, New Mexico, home to his wife Kim’s family. He explains how he successfully developed a large loyal guest following in a challenging secondary market and - in spite of the pandemic - launched a smaller-footprint counter-service and take-out version of the concept in Las Cruces, New Mexico. Bob plans to expand Forghedaboudit! via franchising, with the next location to be slated for opening in El Paso, Texas sometime next year.

David spent seven years on the Pal’s Business Excellence Institute, the Tennessee-based management development arm of Pal’s Sudden Service restaurant group, the only quick-service restaurant chain restaurant to earn a Malcolm Baldrige award. “The more we think like our customers, the more we realize the importance of quality and value,” says David, adding, “when we think like our staff we realize the importance of a quality work environment and being valued!”

In the wake of the pandemic, David believes operators have a “second chance to make a first impression on returning guests and staff.” The winners will be concepts that engage their staff and empower their management team.

In this episode, David shares his philosophy on management leadership development and his proven steps to follow from management selection, initial training and supervision, to ongoing development.

"Management is about managing situations, but leadership is motivational and creates the positive culture today's staff members look for and deserve," says David. "Restaurants perform so much better when staff is inspired and not simply overseen."

David’s successful experience with developing good managers into great leaders has helped many others grow and exceed their expectations. "Positive character development and personal growth is another result of successful leadership," says David. 

Considering today’s competitive labor market, it has never been more important to maintain a positive work environment where managers properly lead and staff excel and grow. This is a must-listen.

Alex successfully preserved the time-honored traditions of a fourth-generation family-owned restaurant while modernizing it with cutting-edge technology to streamline operations and online ordering. In the process. Alex discovered his passion for restaurant industry innovation. "If you aren't thinking about the next generation of your restaurant, there may not be one," he says.

In this episode we learn how Alex conceived and developed Nextbite to help independent operators maximize revenue with very little additional operating costs. "Fitting the right virtual brand into an independently owned restaurant operation helps raise revenue from currently underutilized kitchens," he explains.

Nextbite's successful virtual brands include George Lopez Tacos, Wichcraft, Crave Burger, Wild Wild Wings, Grilled Cheese Society, Lucky Dragon, and many more. Nextbite also provides menu execution and operations assistance, and an ordering platform that simplifies third-party delivery orders and transactions. Alex also explains the company's unique revenue-sharing program with partner restaurant operators.

Considering takeout and third-party delivery sales comprise as much as half the revenue for many independent operators, that alone is good reason to tune in and learn Alex's bold vision of the future of off-premises dining.

In this episode, we learn how Aaron’s process of concept development, site selection, and raising capital resulted in the launch of the first unit of Dish Society in 2014. 

He shares the challenges of a new concept, including long ticket times and inventory management problems, along with the systems and procedures he employed to create consistency.

"We are a people-forward company," says Aaron. "A strong team led by my director of operations is why I expanded this concept into a five-unit company within six years." 

Earlier in 2022, Aaron and his team opened Daily Gather, a new full-service restaurant and bar with intentions of expansion. Dish Society and Daily Gather utilize current technology to market and operate more efficiently and effectively, with online orders for pickup and third-party delivery accounting for more than 40% of total revenue. 

With high unit success and multiple brands in operation, Aaron has no plan to slow down anytime soon. And despite his success in off-premises demand for his brands, says Aaron, "I remain bullish on the dine-in guest experience and believe in the need for people to have a place."