Restaurant Owners Uncorked

Jay Rushin, who left a 20-year finance career to become the CEO of the iconic H&H Bagels in 2014. details the brand's tumultuous history—including multiple bankruptcies and a famous split in ownership—before explaining how he modernized the legacy business by rebuilding its infrastructure and implementing formal systems. A major focus of the conversation is Jay’s innovative approach to scaling: by "par-baking" and freezing bagels in a central 20,000-square-foot facility in Queens, H&H can provide authentic New York bagels to franchise locations worldwide without the prohibitive costs of on-site boiling and mixing equipment. The episode concludes with Jay’s insights on maintaining product quality through traditional kettle-boiling and long "retarding" (proofing) processes, as well as his strict criteria for hands-on, dedicated franchisees as the brand expands rapidly into markets like Florida and North Carolina.10 Key Takeaways Legacy Brand Awareness: H&H Bagels benefits from massive organic brand recognition due to its history in NYC and features in shows like Seinfeld. Modernizing Infrastructure: Upon acquisition, Jay had to replace or rebuild nearly every piece of kitchen equipment within the first two years to modernize the operation. Operational Hands-Onness: In the early years, Jay worked seven days a week, often personally taking delivery calls and answering phones. The "Nickels and Dimes" Business: Success in the food industry requires meticulous attention to small details, as margins are thin and minor waste (like extra labor or wasted ingredients) adds up over time. Innovation via Par-Baking: By figuring out how to par-bake and freeze bagels, H&H can ship "authentic" product globally while reducing franchisee equipment costs by hundreds of thousands of dollars. Quality Ingredients: A great bagel requires high-protein flour (13-14 grams) compared to lower-quality grocery store versions that typically have only 7-8 grams. The Power of Kettle-Boiling: H&H maintains a strict process of kettle-boiling bagels for 30–45 seconds to create the distinct "skin" and shine that differentiates a real bagel from regular bread. Extended Proofing: The dough is "retarded" (chilled) for 8 to 12 hours, a process that allows the yeast to work and develops significantly more flavor than automated, rapid-production methods. Strategic Growth: Jay chose to build a massive 20,000-square-foot bakery in Queens before fully launching national franchising to ensure they had the capacity to support new locations. Franchisee Criteria: Jay looks for "hands-on" owners rather than passive investors, warning that those who try to "mail it in" or outsource everything are making a mistake.

Isaac Lee Collins, the founder and CEO of Fifth & Emery Frozen Yogurt and Chocolate, shares his journey from managing a chocolate shop at age 22 to owning five locations in Kansas City that combine frozen yogurt with gourmet chocolates and caramel apples. The conversation explores the "philosophy of hospitality," the evolving work ethic of Gen Z employees, and the practical financial strategies, such as choosing between SBA and traditional bank loans, that Collins used to scale his business while maintaining 100% independence.10 Key TakeawaysThe Power of Hospitality Systems: Collins credits his time at Olive Garden for teaching him that seamless systems and processes are the backbone of a successful restaurant.Balancing Seasonal Revenue: By combining frozen yogurt (summer-heavy) with chocolates and caramel apples (winter-heavy), Collins created a year-round sustainable business model.Gen Z Management: With nearly 70 employees under 21, Collins emphasizes that while "kids these days" are motivated differently, they bring unique energy when mentored with intentionality.The "COVID Shift" in Work: Collins observed a notable change in employee expectations and engagement post-pandemic, which he refers to as the "COVID shift".Funding Independence: Collins prefers traditional bank loans over SBA loans to avoid excessive red tape and retains 100% ownership to avoid having partners who might limit his vision.Due Diligence on Lenders: When pursuing SBA loans, it is critical to ask the bank how many SBA loans they actually close per year rather than just accepting a sales pitch about the size of their team.Community Connection as a Moat: In a market with over 100 dessert spots, Fifth & Emery focuses on small touches, like coloring pages and knowing customers' names, to build lasting community ties.Digital Presence and Disconnect: Both the host and guest discuss the mental benefits of disconnecting from smartphones to remain present with family and focused on business.The "Pay It Forward" Concept: The episode explores using digital loyalty programs to allow customers to "pay it forward," creating a culture of kindness that mirrors the human element of hospitality.Entrepreneur vs. Owner: Collins distinguishes between someone who can work a system and someone who has the "dog in them" to handle the high-stress, 24/7 reality of true entrepreneurship

Peter Waters, owner of T/aco in Boulder, Colorado, discusses the state of the industry as we enter 2026. Peter candidly reflects on a difficult 2025, noting that rising operational costs and shifting socialization patterns among college students and remote workers have made for a less profitable year. However, the conversation pivots to a deeply inspiring story of community support: T/aco donated $50,000 in gift cards to 50 local families facing food insecurity. This "fire hose" approach to marketing not only provided these families with a "T/aco rich" experience where they could dine without financial worry, but it also rejuvenated the staff and built immediate, meaningful relationships with a new demographic of regulars.Key TakeawaysThe "First Four Gifts": Peter shares Danny Meyer's philosophy that restaurants are unique because they can provide the first four gifts a human ever receives: eye contact, a smile, an embrace, and food.The "T/aco Rich" Concept: By giving $1,000 gift cards to families, Peter wanted them to feel "rich" in his restaurant., able to order anything they want for about ten visits without checking their bank balance.Vanishing Demographics: Due to high rents, the 22-to-30-year-old post-college audience has almost entirely left Boulder, leaving a gap in the customer base.The Work-From-Home Effect: With more people working remotely, restaurants are losing the "stop-off" drink and socialization business that used to happen between the office and home.Fire Hose Marketing: Instead of a "sprinkler" approach of small, scattered ads, Peter focused his resources on one massive, impactful community donation.Shift in Peak Hours: Peter has observed that guests now tend to eat strictly between 6:00 PM and 7:30 PM, with a dramatic "drop off" in business after 7:45 PM.Gen Z Socialization: Students aged 18–22 are socializing differently, often staying in their rooms and relying on delivery or "rejection-proof" digital interactions rather than going out.Wage and Housing Disparity: Peter points out that even as minimum wages rise, they cannot keep pace with real estate; a person would need to make $60 an hour to afford a home in Boulder.The Gift Card Tip Benefit: A secondary benefit of the gift card program was that the families used the cards to leave tips, directly benefiting the T/aco staff financially.Sundance Film Festival: Boulder is preparing to host the Sundance Film Festival in 2027, which Peter hopes will turn the typically slow month of January into a profitable period for local businesses.

Keith Paul of Good Egg Dining discusses the challenges and strategies of navigating the modern hospitality landscape, particularly in the Tulsa and Oklahoma City markets. Keith shares insights on the resilience of the restaurant industry, his philosophy of hands-on coaching and management, and the necessity of prioritizing human connection over "clunky" AI and automation in service. They also examine the economic pressures facing the industry, from minimum wage hikes in California to the rising Consumer Price Index (CPI), emphasizing that slow, intentional growth and a picky hiring process are key to long-term stability.Key Takeaways Industry Resilience: Despite revenue problems and national chaos, the restaurant industry remains one of the most resilient sectors. Coaching as Management: Keith's approach to leadership involves understanding the court (the business) and coaching people rather than just managing silos. Local Market Focus: Keith emphasizes the value of a deep local presence in Tulsa and Oklahoma City, managing multiple successful concepts within a specific neighborhood. Recruiting for "Smiles": Hiring should focus on innate hospitality traits—like a genuine smile and comfort with people—rather than just technical server skills. The AI Disconnect: Many current AI and robotic solutions in restaurants are still "clunky" and risk devaluing the human experience. Picky Growth: Success often comes from having no desire for rapid, uncontrolled expansion; instead, being picky about the team and locations ensures quality. Economic Pressures: External factors like the $20 minimum wage in California and general CPI increases are creating "scary" new realities for hospitality margins. Deep Customer Conversations: Moving beyond surface-level interactions to "deeper conversations" is essential for high-value enterprise wins. High-Fidelity Service: In an era of mobile apps and digital exposure, the fastest way to lose a customer is to neglect the "human" element of the mission

Deric Rosenbaum, President and CTO of Groucho's Deli, a legendary brand celebrating 85 years in business, shares his journey from a commercial construction background to leading the brand's growth and technological evolution, emphasizing a philosophy of "adapt, not change" to modernize systems while preserving the core essence of community and hospitality. He discusses the strategic decision to prioritize controlled, concentric growth through franchising, the importance of fostering human connection in an increasingly digital world, and how leveraging data and a robust tech stack (including Square for restaurants, Ovation, and Bikky) helps optimize operations and enhance customer loyalty without sacrificing the personal touch.10 Key Takeaways "Adapt, Don't Change": Modernize systems (technology, operations) while retaining the core brand identity and legacy (e.g., original recipes). Community and Hospitality are Core Assets: Building community and genuine hospitality is crucial for customer loyalty and takes time and investment. Controlled Growth Strategy: Groucho's prefers slow, measured, and concentric growth to maintain quality, brand recognition, and efficient distribution, avoiding rapid, capital-intensive expansion common in private equity models. Technology as an Enabler, Not a "Shiny Object": Tech should enhance guest experience and simplify operations, not just be used for its own sake. Prioritize Retention Over Acquisition: Focusing on retaining existing guests drives frequency, which in turn leads to organic new guest acquisition and revenue growth, even during economic pressures. The Importance of an Open API: A robust and open POS API (like Square's) allows for seamless integration with "best of fit" third-party tools (like Ovation for feedback and Bikky for data) to create a unified commerce ecosystem. Data-Driven Decisions: Utilizing a customer data platform (CDP) like Bikky allows for deep understanding and segmentation of guests to tailor marketing and improve operational efficiency. Consistency Creates Loyalty: Standardizing processes across the chain and delivering consistent experiences fuels success in the long term. Invest in Training and Culture: Especially in a franchise model, training operators (not just money partners) on the fundamentals of hospitality is key to maintaining brand standards and a positive guest experience. Listen to Your Guests: Use feedback mechanisms (like Ovation's text-based system) to engage in two-way conversations and make targeted operational adjustments based on sentiment analysis.

This episode features Jason Ingermanson, President and CEO of JRI Hospitality. Based in Salina, Kansas, Ingermanson oversees a diverse multi-concept portfolio that includes Mokas Coffee & Eatery, Chompie’s, and a massive franchise footprint as one of the nation’s largest Freddy’s Frozen Custard & Steakburgers operators. The conversation explores Ingermanson's journey from his early days at Burger King to managing high-growth brands across multiple states, emphasizing his philosophy of developing people, leveraging data for site selection, and maintaining a competitive edge through personal discipline and organizational alignment.10 Takeaways Diverse Portfolio: Ingermanson manages a multi-concept operation through JRI Hospitality, including Freddy’s, Mokas Coffee & Eatery, Chompie’s, and the Salina Country Club. Humble Beginnings: His hospitality career began with a formative job at Burger King at age 18, which taught him the impact of a fast-paced environment. The "Dream" Philosophy: He views his role as a tool to help employees achieve their own dreams, even if those dreams eventually lead them away from his company. Strategic Growth: JRI Hospitality focuses on "concentric" expansion, starting in Kansas and moving into neighboring states like Oklahoma and Arizona. Data-Driven Decisions: He avoids high-cost markets like California in favor of areas with favorable demographics and political climates, such as the Midwest and South. Information Management: A self-described "fast metabolizer" of information, he consumes podcasts and books specifically to solve immediate organizational needs. Personal Discipline: He maintains an intense routine, starting at 5 a.m. and consuming a high volume of coffee—up to a gallon a day. Power of Retention: He emphasizes that retaining existing employees is more critical and cost-effective than constant recruiting. Cultural Alignment: He focuses on aligning high-value performance indicators with the organization’s overall mission to ensure consistent success. Market Awareness: He monitors industry volatility, including the impact of tariffs, commodity prices, and AI on the hospitality landscape.

In this episode of the Restaurant Owners Uncorked podcast, Wil  interviews Trace Miller, the founder and CEO of Konala, a health-focused fast-casual brand. Miller shares the incredible personal story that anchors his business: his own childhood battle with Lennox-Gastaut syndrome, a severe form of epilepsy that began at age three. While doctors predicted he would be brain dead by age 13, Miller credits his mother with being the "desperate" researcher who refused to give up, eventually finding the medical professionals and the strict nutritional protocol that cured him. This life-altering experience with the power of food, combined with Miller’s military background and his "Simple scales, fancy fails" philosophy, serves as the foundation for Konala’s mission to provide delicious, high-protein, and convenient whole-food meals to the public.10 Key TakeawaysTrace Miller’s Personal Miracle: Miller himself was the patient who suffered from Lennox-Gastaut syndrome; he was cured through a strict medical ketogenic diet after a grim prognosis.A Mother’s Relentless Research: The cure was discovered not by doctors, but by Miller’s mother, who spent years researching alternative medical texts and articles to save her son."Simple Scales, Fancy Fails": This is Miller’s primary business mantra, emphasizing that operational simplicity is the key to successful expansion, while over-complication leads to failure.Nuanced View on Seed Oils: While Miller personally avoids them and recognizes their inflammatory nature, he acknowledges they "play a role" in the industry as an affordable fat that can be "helpful" for managing margins.The Philosophy of Via Negativa: Miller applies the concept of "improvement through subtraction," focusing on removing unnecessary or harmful elements from the menu to enhance the final product.Focus on Metabolic Health: Konala was built to address the American metabolic crisis, specifically targeting the 74% of the population that is overweight or obese.The Paradox of Choice: Miller keeps the Konala menu intentionally small (around 12 to 20 items) to reduce decision fatigue for customers and operational friction for staff.Military Discipline and Self-Education: Miller’s leadership style and business acumen were largely shaped by his time in the military and his commitment to being a "perpetual student" through reading.The Value of Consistency: Miller argues that long-term success requires the discipline to "do the boring things" consistently for 15 years rather than chasing "flashy" or "fancy" shortcuts.Strategic Franchising: Konala focuses on partnering with franchisees who have multi-unit experience to ensure the brand’s high standards are maintained during growth.

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

Wil peaks with Enga Stanfield, co-owner of Pizza Today's 2025 Pizzeria of the year, multi-location Mattenga's Pizzeria in San Antonio, and Head of Community at Owner.com. Enga, an Iranian-born former engineer with no prior restaurant experience, shares how she and her husband Matt transitioned from engineering to restaurant ownership in 2014 by purchasing a struggling pizzeria, initially losing significant money due to inexperience. Through relentless grassroots marketing, obsessive cost control, data-driven location selection, and frugal self-funded growth, they turned the business around, expanded to multiple locations, achieved consistent strong sales growth, and built a profitable family-oriented operation that prioritizes community giving, strong systems, and work-life balance while preparing for potential franchising.10 Takeaways No experience required, but commitment is essential: Enga and Matt had zero restaurant or business background yet succeeded through sheer passion, grit, and a willingness to learn from expensive mistakes.  Obscurity is the biggest enemy: The real problem isn't perfect recipes or discounts, it's getting known. Aggressive, consistent marketing (guerrilla tactics, drop-offs, parades, costumes) is the owner's primary job.  Babysit numbers, not people: Obsess over P&L, labor percentages, food costs, and sales forecasting—small percentage improvements on large volumes create massive profit impact.  Hustle beats excuses: External factors (bad location, competition like Chick-fil-A) are irrelevant; successful owners take full responsibility and aggressively pursue customers.  Give to receive: Donating hundreds of pizzas monthly, supporting schools with spirit nights, and community involvement builds loyalty and drives long-term growth.  Location math matters: Use free tools like USPS Every Door Direct Mail to analyze household density, income levels, and demographics to ensure a site can support target sales and profit margins.  Break growth into simple math: Reverse-engineer sales goals into daily orders needed, then create targeted marketing plans to acquire and retain those customers.  Build systems and people, not just rockstars: Strong operational systems and deliberate team development allow scalability. Doing $15/hour tasks yourself prevents building a real business.  Negotiate everything: Leases, vendor prices, contracts: always ask, build in exit protections, and never sign desperate deals. Walking away power is crucial.  Profitability enables generosity: Running a tight, systematic, profitable operation allows you to pay people well, give back to the community, and maintain a thriving family life.

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

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

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

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

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

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

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

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

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

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

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