Restaurant Owners Uncorked

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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