Podcast
Restaurant Owners Uncorked
Hosted by Schedulefly · EN
Restaurant Owners Uncorked is a Top-5 Worldwide Hospitality Podcast. Successful independent restaurant owners and franchise execs share their stories, advice, wisdom, lessons learned and more. Hosted by Schedulefly (www.schedulefly.com), a restaurant employee scheduling business with super simple software + legendary customer service, serving over 5000 restaurants, breweries, coffee shops, hotels, hotels, and other badass hospitality businesses.
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Episode 664: Stuffed: How Moonrise Bagels is Building a National Brand One Pizza Bagel at a Time
Apr 2400:57:35Tap to summarizeJeremy Rhodes and Ali Chetkof Rhodes discuss the rapid growth of their business, Moonrise Bagels. The couple shares the story of how a pandemic-era experiment with "stuffing" a bagel with pizza ingredients evolved from a home-kitchen project into a multi-unit operation with a flagship location in New York City’s Greenwich Village. Jeremy and Ali detail their transition from established corporate careers to full-time entrepreneurship, highlighting the operational challenges of moving from a small-town shop to the competitive Manhattan market. The conversation explores their unique product, which reimagines the bagel as a complete, handheld meal, and their focus on maintaining high quality through a handmade commissary process while expanding their reach nationwide via Goldbelly.10 Key TakeawaysThe "Accidental" Business: Moonrise Bagels began when Jeremy had leftover pizza sauce and decided to experiment by stuffing it inside bagel dough, leading to immediate viral interest on Instagram.Simplicity Scales: Jeremy advocates for a simple business model with a low SKU count to ensure operational efficiency and higher profit margins.Hospitality as a North Star: Both founders credit their obsession with "unreasonable hospitality" to their backgrounds, particularly Jeremy’s tenure at Danny Meyer’s Union Square Hospitality Group.Staggered Transition: To manage financial risk, the couple staggered their exits from corporate jobs; Jeremy went full-time to staff the first shop while Ali provided financial stability before joining later.The "Testing Ground" Strategy: They spent years refining their recipes and team culture in upstate New York before attempting the high-stakes New York City market.Revenue Diversification: Beyond foot traffic, the brand utilizes DoorDash as a "digital billboard" and ships nationwide via Goldbelly to reach customers in all 50 states.Product Differentiation: Moonrise Bagels are unique because they are stuffed with sandwiches and proteins, breaking the product out of the traditional breakfast-only category and into lunch and dinner.The Commissary Model: To ensure quality and consistency across multiple locations, they produce everything by hand in a central commissary and boil/bake the bagels on-site at retail stores.Entrepreneurial Delusion: The founders agree that a level of "obsession" and "delusion" is required to survive the 3:00 AM wake-up calls and the daily grind of the industry.Support Systems: They emphasize that being a husband-and-wife team helps mitigate the "lonely road" of entrepreneurship by providing a constant sounding board for ideas and challenges.
Transcribe →Episode 663: From the Depression to the Digital Age: Leading Charleston's Oldest BBQ Legacy: Melvin's BBQ
Apr 701:06:09Tap to summarizeDavid Bessinger shares the multi-generational history of Melvin’s BBQ, a business built on a secret mustard-based sauce invented by his grandfather in 1933. Bessinger details the evolution of the brand from its origins during the Great Depression to its current status as a Charleston staple, emphasizing the transition from gas-assisted pits to traditional all-wood smoking methods. Throughout the conversation, he underscores the foundational principles inherited from his father: maintaining debt-free operations by owning land, prioritizing customer and employee respect, and the "sacred" decision to remain closed on Sundays for family and rest. Bessinger also offers a candid look at modern industry challenges, including the post-2016 labor crisis and the dual-edged nature of social media, ultimately advocating for a "long game" philosophy that focuses on internal quality rather than external competition.10 Takeaways The Power of Heritage: The business is anchored by a 1933 family recipe for South Carolina’s first mustard-based barbecue sauce, a legacy rooted in the family’s German heritage. Operational Discipline: Bessinger’s father insisted on becoming debt-free by paying off mortgages on land, buildings, and equipment, which provided a critical safety net during economic shifts. Asset Ownership: A core strategy for the business has been owning the real estate rather than leasing, which Bessinger credits as a major factor in their long-term survival. The "Six-Day" Rule: Inspired by Truett Cathy of Chick-fil-A, the restaurant has remained closed on Sundays since 1992 to ensure staff have time for family and rest. Adapting Pit Methods: To stay relevant as consumer tastes evolved, Bessinger transitioned from gas-assisted pits to all-wood pits and "stick burners" to achieve a more authentic flavor. Labor Market Evolution: In response to the 2016 labor shift, Bessinger significantly increased wages, paying high schoolers up to $15/hour and full-time staff up to $20/hour plus tips to remain competitive without serving alcohol. Intentional Quality: Despite rising costs, the business refuses to compromise on food quality or service, adhering to the belief that the customer is the number one priority. Employee Longevity: By treating staff with respect and providing consistent time off, the restaurant has maintained remarkable retention, with some employees serving for over 30 to 50 years. Healthy Competition: Bessinger views the growing Charleston restaurant scene as a positive that "keeps you on your toes" and brings more people to the area rather than as a threat. Social Media Boundaries: While acknowledging the need for a PR firm to reach new residents, Bessinger warns against "operating out of a state of fear" caused by social media and focuses instead on what happens within his own four walls.
Transcribe →Episode 662: Soul Food & Systems: Koji Kanematsu's Blueprint for the Scalable Japanese Street Food
Apr 300:57:11Tap to summarizeKoji Kanematsu, the founder of Onigilly Japanese Kitchen, who shares his nearly 20-year journey of introducing Japanese rice balls to the American market. Transitioning from a background in tech startups, Koji applied a systems-oriented approach to transform a 2008 street cart into a growing franchise brand. The conversation covers his early challenges securing funding as an immigrant, the strategic pivot from urban business districts to suburban shopping centers during the pandemic, and his "Panda Express" vision for making onigiri a mainstream, healthy fast-food staple. Koji emphasizes the importance of balancing data-driven tools with human instinct and selecting franchisees who are driven by a passion for the product rather than just financial gain.10 Key Takeaways Identify a Market Gap: Koji founded the business after realizing he couldn't find the healthy, quick, and affordable lunches he enjoyed in Japan while working in San Francisco. Systems-Driven Scaling: Influenced by his tech background, Koji aimed to create a scalable system similar to Subway or McDonald's from the very beginning. Utilize NPO Funding: As an immigrant with no US credit history, Koji secured early funding through NPO lenders like La Cocina, which prioritized his vision and passion over traditional metrics. Operational Efficiency: The brand uses a centralized manufacturing model (commissary kitchens and co-packers) so individual locations only need to cook rice, simplifying the labor and skill requirements. The Power of Education: Success required teaching American consumers that onigiri is a cooked, handheld "soul food" distinct from raw-fish sushi. Adaptability in Crisis: When COVID-19 emptied the financial districts where his shops were located, Koji pivoted his growth strategy toward suburban shopping centers. Franchisee Selection Criteria: Koji prioritizes "detail-oriented" and "passionate" candidates—often former customers—over multi-unit operators who lack a connection to the brand. Human Instinct vs. Big Data: While the company uses AI traffic tools like Placer.ai, Koji personally visits potential sites for several days to verify the "feel" and traffic patterns. The "Slow" Road to Automation: It took 18 years to build the supply chain and automation necessary to support nationwide expansion because manufacturers often refuse to work with small-scale operators. Mission-Driven Growth: Beyond profit, Koji is motivated by the emotional reward of seeing a diverse American customer base embrace Japanese culture through food.
Transcribe →Episode 661: Simple, Not Easy: The Keke’s Breakfast Cafe Playbook
Mar 2500:56:38Tap to summarizeJohn Ahrendt, the head of franchise relations for Keke’s Breakfast Cafe, talks about the unique operational DNA that drives the brand's success. Arendt, a 40-year industry veteran with roots in the Outback Steakhouse system, discusses how Keke’s maintains its "founder-inspired" magic—characterized by massive portions and "elevated American classics"—while scaling under the corporate umbrella of Denny’s. The conversation delves into the tactical "rhythm" of the breakfast model, including the importance of "throughput" during peak weekend hours, the strategic use of Denny’s franchisee network for national expansion, and the philosophy of keeping systems simple enough that they require no formal training to master.10 Key Takeaways The Power of Simplicity: Effective systems, like Keke’s or even Google, should be intuitive enough to use with almost no formal training. The "Shots on Goal" Mentality: Every table is a fresh opportunity to refine service and outdo the previous interaction. Predictability of Breakfast: Unlike dinner service, breakfast offers high predictability, with 50-60% of sales occurring on weekends, allowing for highly targeted labor and training. Throughput is King: During peak hours, "elegant cues"—such as dropping the check early or offering a coffee to go—are essential to managing "campers" and maintaining flow without being rude. Founder Vision vs. Scalability: Keke’s spent 16 years refining its P&L and menu before scaling, proving that a solid foundation is necessary to grow. Strategic Real Estate: Keke’s targets "daily needs" locations near high-end supermarkets like Publix or Whole Foods to capture guests within a 5-to-10-minute drive. The "Eyes Eat First": Large, visually "elevated" portions drive organic marketing, as guests naturally want to photograph and share the food. Leveraging Existing Networks: By tapping into the established Denny’s franchisee network, Keke’s was able to expand across seven states rapidly with trusted partners. Operational Recovery: The breakfast model allows for faster "recovery" from mistakes; an omelet can be remade in two minutes, whereas a steakhouse mistake might take 22 minutes to fix. Transferable Industry Skills: Restaurant work teaches discipline and human connection—skills that technology and AI cannot easily replace.
Transcribe →Episode 660: Pride vs. The Payout: Why Jeremy Conner Chooses Daily Fulfillment Over Exit Strategies
Mar 1301:15:44Tap to summarizeChef Jeremy Conner is a hospitality veteran who shares his nearly 32-year journey in the industry. Jeremy details his diverse experiences, ranging from his early "hustle" starting at age 15 to navigating the complexities of SBA loans, shipping container setups, and transitioning from outdoor pop-up pizza ventures to brick-and-mortar ramen shops. The conversation delves into the cultural influences of Jeremy’s background in Louisiana and the Gulf Coast, while emphasizing a business philosophy centered on authentic human connection rather than technological "stickiness" or exit strategies. Ultimately, Jeremy advocates for building a business that one can be proud of every day, focusing on the value of regular customers and genuine staff engagement over the lure of becoming an "unhappy billionaire".10 Key Takeaways Early Foundations: Long-term success in hospitality often stems from early, foundational experiences and a willingness to "hustle" through various entry-level roles. Adaptability in Business Models: Successfully navigating varied models—from outdoor pop-ups to container-based operations—requires persistence with financing and physical logistics. Cultural Authenticity: Regional identities, such as Cajun and Creole traditions, provide a unique and authentic foundation for a restaurant's brand and menu development. Accessible Leadership: Authentic leadership involves transparency and accessibility, such as providing a personal cell phone number for direct client communication. Pride Over Profit: Business owners should prioritize creating work they are proud of daily rather than focusing solely on financial goals or a quick exit strategy. Community Building: Platforms like podcasts are effective tools for sharing authentic stories and building rapport within the restaurant industry. Functional Technology: Software should focus on simplifying complex manual tasks, like employee scheduling, to directly reduce labor costs and stress. The Power of Regulars: Cultivating a base of regular customers is essential for long-term stability and fostering a "family" atmosphere. Avoid "Sticky" Tech Traps: Many restaurant tech vendors use restrictive subscription contracts that can become a burden for independent owners. Hospitality as Interaction: True hospitality is defined by the quality of human interactions—such as a meaningful conversation between a server and a guest—rather than the transaction alone.
Transcribe →Episode 659: The Four H's: IGC Hospitality’s Blueprint for Success with Dominick D'Aleo
Mar 1000:45:33Tap to summarizeDominick D'Aleo, the Chief Operating Officer of IGC Hospitality, discuses the nuances of managing a large-scale hospitality group in New York City. Dominick shares his transition from a financial analyst to a seasoned hospitality leader, emphasizing IGC’s core "Four H's" philosophy: Human being, Hospitality, Humble, and Hungry. The conversation explores how IGC leverages data through platforms like SevenRooms to provide "unreasonable hospitality" and personalized guest experiences, while also navigating modern challenges such as a shifting labor market, rising costs, and changing alcohol consumption trends. Ultimately, Dominick underscores the importance of "extreme ownership," authentic leadership, and continuous learning as the primary drivers for resilience and success in the restaurant industry.10 Key Takeaways The "Four H's" Framework: IGC Hospitality operates on the pillars of being a Human being (accepting mistakes), providing Hospitality (the "X factor"), staying Humble (open to criticism), and remaining Hungry(entrepreneurial mindset). Personalization via Data: The group uses CRM data from SevenRooms to build guest profiles, tracking specific spends and preferences to customize every visit, such as having a favorite drink ready or providing a handwritten note. "Unreasonable Hospitality": Inspired by the concept of going above and beyond, Dominick’s team proactively reaches out to guests to find ways to enhance their experience, aiming to create "regulars" through word-of-mouth. Adapting to the New Workforce: Post-COVID hiring requires individualizing the employee experience, recognizing that the younger generation has different values and requires more intentional validation and interpersonal engagement. Extreme Ownership: Dominick integrates Jocko Willink’s "extreme ownership" philosophy into the company culture, teaching staff from all levels—including bathroom attendants—to take full responsibility for their roles. The "Plus One" Program: To combat declining alcohol sales, the group gamified "suggestive selling," encouraging servers to use their personalities to secure one additional drink order per guest. Growth in Non-Alcoholic Options: There has been a "dead through the roof" increase in high-margin, non-alcoholic cocktail, coffee, and tea sales, which Dominick views as a significant revenue opportunity. Resilience through Innovation: The New York restaurant scene's survival during COVID—building 1,500 street restaurants in days—showcases the unique resilience and "first responder" nature of hospitality workers. Knowledge as a Tool for Efficiency: Providing staff with specific financial knowledge (e.g., the cost of a broken plate) led to employees creating their own SOPs that reduced breakage expenses by 35%. AI as a Strategic Sounding Board: Dominick uses ChatGPT by feeding it his personal business notes and venue data to act as a "mainframe" for advice, specifically asking for alternative views to challenge his own gut instincts.
Transcribe →Episode 658: Grounds for Growth: Coffee Rush's Path to 40 Stores Without Franchising
Feb 2501:13:00Tap to summarizeWil chats with Tessa Yost and Samantha Bratten of Coffee Rush, a family-owned drive-through coffee chain started in 1992 in Oregon by Tessa's parents amid the early coffee boom, pioneering convenience over sit-down spots like Starbucks. They discuss expanding to South Florida in 2023, driven by Tessa's post-abroad entrepreneurial shift and Samantha's ops skills, focusing on quality brews, genuine customer interactions in under 2 minutes, small dual-drive footprints in parking lots, and family ownership to avoid franchising dilution. Topics include hiring for personality to build connections, using a custom app for 50-60% sales while keeping orders face-to-face, competing via word-of-mouth and TikTok, navigating rising prices and permits, viewing rivals positively, and growth plans for 40 stores in 5 years. The talk emphasizes human touch in tech-heavy times, soft skills for young staff, and ideas like a "pay it forward" program.10 Key Takeaways Drive-Through Innovation: Founded in 1992 in Oregon, Coffee Rush pioneered drive-through coffee for convenience, inspiring brands like Dutch Bros amid skepticism. Family-Led Expansion: Staying family-owned for quality, expanding to South Florida with 8 stores in progress, targeting underdeveloped markets for growth. Service Focus: Hire for engaging personalities; remember names/orders to create quick, impactful connections, earning more praise than the coffee. Compact Design: 400 sq ft shops with dual lanes fit in unused parking spots, offering landlords extra revenue without traffic disruption. Tech Balance: Custom app handles loyalty/reorders for efficiency, but avoids speakers for personal ordering; uses handhelds for busy lines. Employee Development: Young hires gain transferable soft skills; low turnover with promotion opportunities, fostering long-term interest. Competition Strategy: Build awareness via free days, discounts, networking; see rivals as allies for mutual learning in Florida's emerging scene. Challenges Managed: Adjust for rising coffee costs; handle viral TikTok spikes and permitting hurdles with local partnerships like Morgan Group. Community Emphasis: Authentic interactions over scripted ones; partner with locals for premium items, list regulars on fridge for fun bonds. Future Vision: Aim for 40 stores in 5 years, potentially hundreds; promote ideas like pay-it-forward loyalty for community goodwill.
Transcribe →Episode 657: Work Like You Own It: Lessons in Autonomy and Leadership with Jason Berkowitz
Feb 2001:10:52Tap to summarizeJason Berkowitz, a veteran restaurant operator and the founder of Arrow Up Training. Berkowitz shares his "origin story" rooted in a four-generation family of funeral directors, which taught him that true hospitality is about shifting one’s ego to support others during their most vulnerable moments. The conversation explores the critical balance between technology and humanity, with Berkowitz arguing that tools like digital scheduling should be used to automate "crappy" tasks so leaders can spend more time on the floor engaging with their teams and guests. He also offers practical advice for independent owners, emphasizing that "organized people work in organized environments" and warning against the common pitfalls of opening a second location without proper systems and project management tools.10 Key Takeaways The Root of Hospitality: True hospitality is the ability to set aside your ego and provide the specific support a person needs in their current emotional state. The "Two Questions" Framework: Every employee needs clear answers to two questions: "What is my job?" and "How am I doing?". Organized Environments Attract Talent: High-quality, organized staff will only stay in environments that are equally organized and have clear structures. Minimal Effective Dose: Training should be designed as the "smallest, shortest way" to deliver necessary information effectively without overwhelming the staff. Work Like an Owner, But Remember You Aren’t: Berkowitz advises employees to show maximum autonomy and dedication while remaining humble about who actually owns the business. Automate the "Crappy Stuff": Use technology for scheduling, maintenance, and compliance to free up managers for human-centric hospitality. Proactive vs. Reactive Leadership: Effective COOs and owners should intentionally block out "reactive" modes (like constant email) to focus on proactive training and systems building. The Second Location Sinkhole: Many owners fail when expanding because they don't use data-driven site selection or have a "critical path" project management tool. Strategic Leasing: When expanding, aim for "percentage rent leases" to turn landlords into partners who benefit when the restaurant succeeds. Experience Assets: View operational challenges and "acute stressors" not as problems, but as assets that make the business more "anti-fragile" and stronger over time.
Transcribe →Episode 656: Stewards of the Memory: Why True Hospitality Transcends Food and Beverage w/ Jeremy and Angie Walton of Quest Hospitality Concepts
Feb 1701:27:55Tap to summarizeJeremy and Angie Walton talk about their journey of launching a hospitality company in Alys Beach, Florida. Jeremy, a veteran of luxury hospitality brands like Montage and Sea Island, and Angie, who transitioned from a career in social work, share how they navigated the immense challenges of opening their first restaurant, Citizen, amidst the global pandemic . The conversation explores their "yin and yang" dynamic, where Jeremy’s creative obsession with detail is balanced by Angie’s focus on human resources and operational problem-solving . Central to their philosophy is the idea that they are not just selling food but are "responsible for people’s memories," a mindset that informs their commitment to high standards, efficient kitchen design, and a culture that values and empowers every team member .10 Key Takeaways Responsibility for Memories: A mentor taught Jeremy that hospitality professionals are responsible for the memories created during guests' special moments, whether they are celebrations or solemn occasions . Culture as the Foundation: Building a culture where employees are cared for and heard is essential, as happy staff naturally provide better service to guests . Character-Based Investing: When seeking capital, the Waltons prioritized investors whose character and values aligned with theirs, viewing the relationship as a long-term marriage . The Power of Complementary Skills: The business thrives on the balance between Jeremy's creative drive and Angie’s task-oriented ability to execute and solve day-to-day operational problems . Pivoting During Crisis: Construction delays that initially seemed devastating proved to be "blessings in disguise" by preventing an opening during the height of the 2020 lockdowns . Efficiency by Design: The Waltons spent significant effort designing workspaces—such as dedicated bar walk-ins and optimized kitchen layouts—to make it easier for staff to perform at a high level consistently . High Standards Across All Tiers: They apply the same 67-step "sequence of service" across different restaurant concepts, believing all guests deserve high-level service regardless of price point . Leading "On the Court": Leadership requires being present and willing to work alongside the team in any role, including the dish pit, to effectively teach and maintain standards . A Therapeutic Approach to Management: Angie’s background in social work helped her transition into hospitality by focusing on the human needs of the team and providing consistency and fairness . Structured Collaborative Forums: The team holds regular collaborative meetings to share employees, solve problems together, and ensure a "two-way flow" of information .
Transcribe →Episode 655: Scaling a Legend: Reviving the H&H Bagels Legacy with CEO Jay Rushin
Feb 1301:09:43Tap to summarizeJay 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.
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