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Revisiting the 2022 Lineup of Corner Booth Podcast Guests

Join Chris Tripoli — a veteran restaurant consultant, Barry Shuster — executive editor of Restaurant Startup & Growth, and their guests for a podcast for anyone who is starting a restaurant business, growing an independent restaurant business, or dreaming about starting an independent restaurant business. Learn from successful restaurateurs who share their stories why they got into the business and how they created and built their winning concepts. Corner Booth is a production of RestaurantOwner.com and its official magazine, Restaurant Startup & Growth.

If you missed any of the past year's episodes, you can catch up at:

QUALITY MATTERS…

Successful restaurant entrepreneurs come from many backgrounds. Their motivations and pathways vary, but they share a passion for hospitality and excellence. These are summaries of our 2022 episodes, available for your listening.

When CEO Larry Ryback joined Jim 'N Nick's BBQ he says, "I saw no freezers, no microwaves, and all recipes were made from scratch daily." Quality matters if growth is your objective. The first Jim 'N Nick's opened in Birmingham, Alabama 17 years ago. Since then, the concept has steadily grown to become a successful 40-unit regional brand in Tennessee, Georgia, Florida, and North and South Carolina. In this episode, Larry shares his tips and views on sustainable restaurant expansion, based on a "people first" culture that fosters growth. Aggressively opening new units and chasing investors are not the answers, says Larry, explaining that the key to winning is sourcing, recruiting, and training teams to execute the concept's quality mission. "We hire for attitude and train for function."

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

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

WE MANAGE PEOPLE…

Ricardo Molina was born into the restaurant business. The original family restaurant was started by his grandparents in 1941. Today, he and his brothers Raul and Roberto operate three Molina's Cantina locations, celebrating more than 80 years of success. The concept is a model for a family-owned business that prospers when everyone finds and carries out their area of expertise. "We contribute by overlapping and not competing," says Ricardo.

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

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

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

WORK-LIFE RELATIONSHIP IS IMPORTANT…

As an intern at the James Beard Award-winning restaurant Oxheart in Houston, Sherman Yeung honed his Asian cuisine culinary skills while he imagined his future as an owner and operator. He considered launching a counter-service Japanese concept from scratch, but fate and opportunity led him in another direction. Join us in this episode, as we explore purchasing an existing restaurant as a startup business strategy.

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

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

STAFF DEVELOPMENT IS JOB ONE…

Veteran operator Terry Muckenfuss began his education in concept development while planning his own concept in his hometown of New Braunfels, Texas. A graduate of the Hospitality & Tourism Management program at the University of North Carolina, Greensboro, he already had significant industry experience. That included a successful career with Golden Corral, headquartered in the Tarheel State, where he also found inspiration for his startup.

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

In this episode, we learn how Terry took his plan from idea to reality to open Muck N' Fuss Craft Beer & Burger Bar in 2018. Offering fresh, never-frozen ground beef, quality local ingredients, homemade beer-battered onion rings, and 30 craft beer selections on tap, Muck N' Fuss quickly became a local favorite. A student of Malcolm Baldrige award recipient "Pals Sudden Service" and its total quality management culture, Terry explains why staff development is Job One. "After four years of running a successful operation, I continue to rely on my people because no single person has all the answers," says Terry.

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

This is how you win in the independent restaurant business.

PROVIDING GROWTH OPPORTUNITIES FOR STAFF IS CRITICAL…

Kyle Mylius fell in love with the restaurant business while working as a corporate service trainer. "I may have been a terrible college student, but I was wonderful at working with people" he says, adding, "I enjoyed hospitality right away because it required teaching and serving." He went on to manage an independent coffeehouse and help its owners expand the concept with two additional units. At that point, Kyle knew restaurant ownership was to be his future.

I SEE MY ROLE AS PROVIDING SUPPORT TO THE UNITS. PROVIDING GROWTH FOR KEY STAFF IS CRITICAL FOR EXPANSION IN TODAY'S MARKET AND ALLOWING A SENSE OF OWNERSHIP AMONG MANAGEMENT HELPS THEM BETTER FOCUS ON THE BUSINESS.

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

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

Today, says Kyle, "I see my role as providing support to the units. Providing growth for key staff is critical for expansion in today's market and allowing a sense of ownership among management helps them better focus on the business."

With Tin Top Burgers and two Rhea's Ice Cream parlors operating in the same locale as Root Cellar, Kyle set his sights on expanding into the neighboring community of Gruene, Texas. In 2018, he opened the Gruene Grove bar, along with a third Rhea's Ice Cream. His future includes plans for continued business growth in the markets he knows. Says Kyle: "Community matters. Not everything may work everywhere, so I recommend you stay where you are known and accepted."

GREET, ENGAGE, AND SERVE…

George Joseph learned the importance of good hospitality from his days as the owner of a Drug and Alcohol rehabilitation business. This lesson served him well when in 2014 he found himself with the task of taking over Common Bond, a single-unit bakery café he had invested in. The popular bakery received critical acclaim, but was difficult to operate and not financially successful.

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

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

"Multiple presentations of our concept doesn't create any additional difficulty, instead it provides us greater opportunities for expansion," says George. "The runway of core menu offerings, color scheme, and certain design elements are consistent in all variations." George's simple 3 steps of service teach his philosophy of Greet, Engage and Serve. This people-first approach to hospitality has resulted in a positive work environment full of motivated staff and satisfied guests.

SUCCESSFUL MENUS START WITH CROSS-UTILIZATION…

Karen Malody began her food service career with the development team at Starbucks, where she played an integral role in the development of Frappuccino and the creation of many other successful offerings. In this episode, we learn how Karen's consulting company, Culinary Options, helps restaurant operators develop winning and profitable menu items. "For 25 years, I have been fighting what I call bloated menu syndrome," says Karen. "Operators tend to present too many items creating a heavy menu with high inventory and low-profit margins."

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

TAKE A QUALITY-FIRST APPROACH TO THE MENU…

Drew Glick grew up working in his father's New York catering business and did not immediately follow in his footsteps in the food business. That is, not until his persistent and persuasive surgeon uncle convinced Drew to walk away from a 17-year career in insurance and finance, relocate to San Antonio, Texas, and launch "Drew's American Grill" - a failed concept.

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

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

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

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

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

COME BACK STRONG…

Arlene Spiegel experienced the challenges of daily operations while spending her teen years working in the family restaurant. She mastered the basic principles of guest service and joined the health movement by opening her first restaurant, The Garden of Eating. Arlene was sought after for her opinion and business knowledge by industry magazines and many neighboring restaurants. She enjoyed assisting others with their operational issues and worked to implement improvements.

MULTIPLE PRESENTATIONS OF OUR CONCEPT DOESN'T CREATE ANY ADDITIONAL DIFFICULTY, INSTEAD, IT PROVIDES US GREATER OPPORTUNITIES FOR EXPANSION…

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

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

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

PROFITABLE OWNERS ARE ALWAYS LEARNING…

In 1939, Michael Passalaqua's grandparents opened Angelo's Italian Restaurant in Washington, Pennsylvania. They grew the small neighborhood restaurant and bar with its limited pasta and chicken menu into a popular dining destination.

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

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

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

STRONG PEOPLE BUILD A CONCEPT'S FOUNDATION…

Raz Halili returned home from a trade show to learn that his father had purchased a closed beachfront restaurant in San Leon, Texas. The Halili family has operated a successful seafood wholesale company for years, but Raz knew running a restaurant would be a much different experience. The second-generation oyster man found himself in the restaurant business.

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

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

BUILDING CONFIDENCE WITH EDUCATION…

Self-described "entre-brew-neur" Ryan Soroka is president and co-founder of the successful 8th Wonder Brewery, based in Houston's vibrant "EaDo" neighborhood. Hospitality graduate school and a passion for beer took him on his journey from home brewing to running a food truck to launching a popular brewery and brew pub.

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

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

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

LEVERAGING TECHNOLOGY…

With 23 units of his breakfast, lunch and brunch concept, Turning Point, operating in New Jersey, Delaware, and Pennsylvania, founding CEO Kirk Ruoff knows the challenges of a star multi-unit restaurant brand.

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

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

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

FROM A DIFFICULT LIFE TO A SUCCESSFUL BUSINESS…

Bob Yacone won first place in the nation for traditional pizza at the International Pizza Expo in Las Vegas, Nevada the same year he won first place at the National Buffalo Chicken Wing Festival in Buffalo, New York. But his life hasn't always been a series of impressive awards. In this episode, we learn how he went from a difficult life in Brooklyn, New York to a successful restaurant operator in the Southwest. "My adopted grandmother got me interested in food. She raised me and was wonderful in the kitchen," he says, adding, "I enjoyed it immediately."

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

A SECOND CHANCE TO MAKE A FIRST IMPRESSION…

Tune in to this episode to learn how to go from good to excellent. An engineer by training, David Jones applied his analytical and business expertise to restaurant management education. He is the founder of The Excellence Advisory, a premier hospitality leadership development group. His approach has helped many independent restaurant operators increase their effectiveness, improve and turn their managers into better leaders.

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

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

LEADERSHIP IS MOTIVATIONAL…

David Tripoli has 40 years of experience in the restaurant industry as a manager, multiunit supervisor, concept developer, and operations executive. He most recently directed independent restaurant company Truluck's Ocean's Finest Seafood & Crab with its expansion to 12 units in five states with annual revenue exceeding 80 million. "Successful expansion is found within your concepts bench strength," David tells us, "Because it's a people business after all."

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

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

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

ALWAYS BE THINKING ABOUT THE NEXT GENERATION OF YOUR CONCEPT…

Alex Canter is CEO of Nextbite, which states as its goal "to ensure every kitchen with extra capacity is not only surviving, but thriving" with off-premises virtual brand sales. Alex is not just a young tech entrepreneur. He is a savvy and seasoned restaurateur, who at age 12 started working in his family's business – the landmark Canter's Deli, an iconic Los Angeles dining destination serving locals, tourists and celebrities.

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

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

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

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

A PEOPLE-FORWARD COMPANY…

Aaron Lyons came to the restaurant industry to create the guest experience he wanted. With a solid business background and education, but no restaurant industry experience, his years of business travel and dining out inspired his desire to develop a new fresh, farm-to-table concept. Following a career in finance and armed with an MBA, Aaron created a business plan for a new flex-casual restaurant with healthier menu offerings and an improved guest experience. In this episode, we learn how Aaron's process of concept development, site selection, and raising capital resulted in the launch of the first unit of Dish Society in 2014.

He shares the challenges of a new concept, including long ticket times and inventory management problems, along with the systems and procedures he employed to create consistency. "We are a people-forward company," says Aaron. "A strong team led by my director of operations is why I expanded this concept into a five-unit company within six years."

Earlier in 2022, Aaron and his team opened Daily Gather, a new full-service restaurant and bar with intentions of expansion. Dish Society and Daily Gather utilize current technology to market and operate more efficiently and effectively, with online orders for pickup and third-party delivery accounting for more than 40% of total revenue. With high unit success and multiple brands in operation, Aaron has no plan to slow down anytime soon. And despite his success in off-premises demand for his brands, says Aaron, "I remain bullish on the dine-in guest experience and believe in the need for people to have a place."